Caseglide

Client calls asking 'what's happening with my case?' — paralegal has to interrupt the attorney because matter status lives in someone's head, not a system

Managing 200+ open PI cases with medical records, deadlines, and lien tracking in spreadsheets — one missed statute of limitations and the firm faces malpractice

In-house legal team spends $3M+ annually across 15 outside firms but has no visibility into whether the work is efficient — invoices arrive as PDF line items that nobody has time to review properly, rate increases get rubber-stamped, and the GC can't answer the board's question: 'why did legal spend increase 20% this year?'

Corporate legal department manages 500+ matters across 30 outside firms but has no single source of truth — matter details live in email chains, budget approvals happen via PDF attachments, and when the GC asks 'how many active IP matters do we have in EMEA and what's the projected spend?' the answer takes a paralegal two days to compile from scattered spreadsheets

Deputy GC reviewing the company's outside counsel panel realises the corporate litigation firm they've used for five years has lost three of its four key partners — but nobody flagged the departures because there's no systematic way to track attorney movement at the firms you rely on. When it's time to add a new firm to the panel, comparing candidates on practice mix, headcount, partner tenure, and geographic reach means pulling from Chambers, ALM, LinkedIn, and firm websites separately

Corporate client sends a 50-page outside counsel guidelines document with 200+ billing rules — block billing prohibitions, task code requirements, rate caps, travel restrictions, staffing limitations — and the billing coordinator spends two days manually extracting and entering these rules into the billing system, only to discover six months later that timekeepers have been violating rules nobody told them about, resulting in $80K in rejected invoices

Litigation funder has invested in 50+ mass tort cases across 10 law firms but has no real-time visibility into how those cases are performing — fee projections, cash-flow waterfalls, and collateral values live in spreadsheets that are always a quarter behind reality

Insurance claims supervisor managing 500 litigated matters across 15 panel defense firms has no visibility into legal spend trends — every firm bills differently, invoice review is manual, and by the time they spot a case burning through budget it's already $50K over

Claims litigation manager at a P&C insurer has 500 open litigated claims across 30 defense firms but no way to compare which attorneys actually get better outcomes — case cycle times, settlement-to-reserve ratios, and cost per claim vary wildly by firm, and when it's time to assign a new bodily injury case the manager picks a firm based on relationship and gut feel, not data, while nuclear verdicts are rising and C-suite wants accountability for defense spend ROI

Insurance claims handler managing 150 litigated claims across 40 defense firms has no single view of case status — every update requires calling or emailing the assigned attorney, and the monthly status reports arrive in different formats with different levels of detail, so comparing outcomes across the portfolio is impossible

Insurance adjuster handling 80 litigated claims manages each one through email threads with defense counsel — case updates arrive as PDF attachments and Word docs, there's no single place to see case strategy, exposure changes, or settlement authority requests, and the adjuster's manager can't tell which cases are stalled until quarterly reviews when it's too late to intervene