Legal Research Associate

Eudia and Harbor partner to accelerate AI transformation for enterprise legal teams. 1 minute ago Harbor's trained industry experts will deliver advisory, implementation, training, and adoption enablement, helping enterprise legal departments deploy Eudia's augmented intelligence platform successfully at scale PALO ALTO, CA / ACCESS Newswire / September 1, 2026 / Eudia, the augmented intelligence platform for legal, contracting, and compliance work across the enterprise, today announced a strategic partnership with Harbor, the leading provider of professional and technology services to the legal industry. Harbor's industry experts, who guide digital transformation for close to 600 corporate law departments and more than 80% of Global 200 law firms, will help enterprise legal teams adopt Eudia's platform and deploy it successfully at scale. Enterprise legal departments are under growing pressure to show results from AI. The challenge is rarely the technology alone: institutional knowledge sits scattered across contracts, policies, and a small number of experienced professionals, and regulated work demands accuracy and governance that general-purpose tools are not built to provide. Even the right platform delivers value only when it is deployed well, integrated into real workflows and adopted by the teams it serves. Eudia's platform unifies internal data with authoritative external sources into a trusted intelligence layer mapped to each organization's unique operating principles. Rather than replacing experts, it is designed to capture how the best operators at an enterprise think, transforming their judgment into a resource that other teams can consistently draw on. Legal, Compliance, Procurement, and Revenue teams use the platform to answer complex questions with citations back to source, draft and negotiate from their own precedent, and automate workflows under governance and human oversight. The Harbor-Eudia partnership is built for AI transformation. Harbor's industry experts know the pain points, operating models, and transformation priorities of the legal departments they advise, many in complex, regulated industries where the stakes of getting AI right are highest. Under the partnership, Harbor will deliver advisory, implementation, training, and adoption enablement, helping those departments adopt Eudia's platform where it matches their transformation needs, deploy it successfully at scale, and measure results against the benchmarks Harbor has maintained for law departments since 2004. The companies will also collaborate on go-to-market initiatives and industry education. "Across hundreds of engagements, legal departments tell us the same thing: they understand AI's potential and want a practical path to results," said Kevin Clem, Executive Vice President, Client Engagement, Corporates and Community at Harbor. "Eudia has built its platform around the problems legal teams raise with us most often, from contract backlogs to expertise lost when experienced people leave. Combining the platform with structured advisory, training, and enablement gives our clients a realistic way to capture the value and the internal skills to sustain it." "Harbor has spent more than 30 years helping legal departments make technology decisions they stand behind," said Omar Haroun, CEO of Eudia. "They know the operating realities and transformation needs of the world's leading legal departments. Pairing that understanding with our platform means customers deploy faster and see results sooner. Together we shorten the path from adopting AI to relying on it." ABOUT EUDIA Eudia is the augmented intelligence platform for legal, contracting, and compliance work across the enterprise. Eudia transforms the institutional knowledge trapped in contracts, policies, and regulations into AI that scales expert judgment, automates complex workflows, and accelerates high-stakes decisions, all while maintaining the governance and human oversight that regulated enterprises require. Eudia is trusted by Legal, Compliance, Procurement, and Revenue teams at the world's largest organizations and partners with the world's leading AI labs and enterprise software platforms. Eudia has raised over $100 million from investors including General Catalyst, Floodgate, and Sierra Ventures. Learn more at www.eudia.com. Media Contact Ilya Gaidarov, Product Marketing Lead [email protected] ABOUT HARBOR Harbor is the leading provider of professional and technology services to the legal industry, encompassing strategy, technology, operations, and intelligence. With a global team of over 900 professionals, Harbor works with more than 80% of Global 200 law firms and close to 600 corporate law departments to optimize performance and enable business and digital transformation. Headquartered in Chicago, the company has offices in London, Belfast, Moncton, and Sydney. Harbor, a BayPine LP portfolio company, is advancing its next phase of growth by broadening its technology, data, and managed services capabilities across the legal sector. For more information, visit www.harborglobal.com.

Tokenomics: "Use the right GenAI tool for the right job" * August 21, 2026 "One of the things I point out to people is how unsurprising it is that we're in this environment, that the token subsidy era has ended," says Rudy DeFelice, global head of AI strategy at legal tech consultancy Harbor. "This whole era was kicked off when Google released a free transformer paper in 2017. There was no business competition in those worlds. And that was picked up by OpenAI and others who were launched as science labs, essentially. "Remember, OpenAI was a public benefit corporation designed to just make AI safe. Well, now they've all turned into trillion-dollar, soon-to-be public companies. So obviously how they approach their model [has changed] and they're massively infrastructure constrained. Big companies are spending $80 to $100 billion on infrastructure. So we should have seen this coming, I guess." Legal IT Insider is speaking to DeFelice about how legal organisations can and should be managing the shift from subscription to consumption models when it comes to token use. It's the conversation du jour, but DeFelice, a former BigLaw attorney who co-founded KP Labs (acquired by Harbor), has a slightly different take. Multimodal architecture is the answer. Cost is a driver. "But there's two other drivers that are sometimes overlooked, that are maybe interesting to think about. One is sovereign risk." With growing tension between China and the US and unsettling examples such as Anthropic's Fable 5 model being pulled after launch because of US government interference (its words not his), DeFelice says: "There's a lot of sovereign risk in having a single model." The other is client risk. "Some clients may say you can't use a Chinese model, even if it's running in your own environment. You can't use something that's hosted on the Internet. You need to have it in a private data center. So there's all kind of client risk too." The solution to sovereign and client risk, is also the solution when it comes to costs. "What everybody's doing is building multi-model architectures that include some model routing, several models internal and external, and a whole series of governance and decision making that's built in," DeFelice says. Technology moves faster than ever these days and he observes: "We're working hard to try to get clients to be most efficient in the model choice and fortunately there are a lot of great models that are really inexpensive relative to the cutting-edge models - although they were cutting edge only six months ago. So there's a lot of options right now." Viewing it this way, makes it, perhaps more reassuringly, a procurement problem. "Basic document summarisation or clause extraction can be done really well by a very inexpensive model. But your reasoning and strategy and stuff, maybe you need a different model. We've credible claims that people are saving 70 to 80% of their cost that way. So this is the best way to do it," he says. The other way to do it is cost caps but DeFelice says: "You probably read that it's reported Tesla and Uber blew through their budgets really early in the year and just said, 'okay, there's just a cap of how much you can spend and after that no more AI.' That's one way to do it. And I don't mean to criticise that. It's probably a point in time, I don't think that that will be their ultimate model. We are very early in the evolution of all this stuff, so both the tools and our response to the tools and our management of the tools is developing." For firms that have been trying to force feed their people a diet of AI and are now worried about the impact costs will have on established workflows, DeFelice has an interesting old school analogy. "Since Legal Technology both were in firms, there was a time everything was lawyer first, and then eventually Legal Technology said, 'well, paralegals can do a lot of this stuff.' And then Legal Technology had smart legal secretaries who could do some things and machines could do some things, right? So Legal Technology distributed the work based on who was necessary to do it. "I think you can look at your tool set the exact same way. Now, there's not a perfect predictability in that model too, right? You can't just stop in the middle of a case. You need to keep going and work out with the client how to manage costs. But you used your portfolio of providers to be as efficient as possible with the right expertise. "I think the exact analogy applies to our tools. If we're using these tools, you can't always predict in advance how much it's going to cost, but what you can do is be most efficient in the use of those tools. Fable 5 is you as a lawyer, and that's the last resort probably, and just for the hardest problems. But then you have Haiku, you have Sonnet, you have these other models which are relatively inexpensive that may be analogised to some of the other players on the legal services team. If the question is, can we have perfect predictability? Not by any of these models. There may be an 'eat all you can' model issued by one of these players at some point, but we don't have that right now to use. So what we're telling clients to do is 'let's use the approach that we know works and let's use the right tool for the right job.'"