In-house legal workflow management platform called Proxy with serious market traction and viability concerns. Cloud-based tool for corporate legal departments to manage work intake, projects, tasks, and document collaboration. Founded 2018 in Chicago by Daniel Farris (ex-Norton Rose Fulbright partner, former software engineer). 2-person team, development outsourced to Codal (design) and Saritasa (DevOps). Entered marketing alliance with Norton Rose Fulbright in June 2022 to sell Proxy to NRF clients — the partnership collapsed (‘email campaign for a free trial of Proxy was a failure,’ Bloomberg Law). Dueling lawsuits followed: NMBL sued NRF for $15M fraud (Aug 2025), NRF sued NMBL for being ‘duped’ (Jun 2025). Settled January 2026 — terms not disclosed. Bloomberg Law framed this as a cautionary tale: ‘Firm’s Failed Tech Venture Foretells Big Law’s AI Sales Struggle.’ Daniel Farris now appears at Foley & Lardner LLP per LinkedIn, suggesting reduced involvement in NMBL. Historical Dragonchain blockchain partnership (2019) appears abandoned. Product appears functional with 18+ YouTube training videos and free trial on proxylegalapp.com, but zero verified customer deployments in any public source. No independent reviews on G2, Capterra, or any platform. No security certifications. No pricing information. 1,091 LinkedIn followers (NMBL) + 1,467 (Proxy). Very low brand awareness (10 effective search volume).
Company Info
- Founded: 2018
- Team size: 1-10 employees
- HQ: United States
- Sector: In-House Automation
What We Haven’t Verified
This page was assembled from publicly available information. Feature claims and workflow mappings are based on what the vendor and third-party listings publish — not hands-on testing or practitioner feedback.
Workflows
Based on practitioner evidence, Nmbl Technologies is used in these workflows:
What practitioners struggle with
Real frustrations from legal professionals — the problems Nmbl Technologies addresses (or should address). Sourced from practitioner reviews, Reddit threads, and case studies.
Sales sends contract requests via Slack, email, and hallway conversations — legal has no queue, no triage, and no idea how many requests are pending
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
Corporate legal department outsources contract review, compliance work, and litigation support to 5+ ALSPs and law firms — but the GC has no single view of what all these external resources are actually delivering, whether quality is consistent across providers, or how to compare value between a $500/hr law firm associate and a $200/hr ALSP contract analyst doing similar work
Where it fits in your workflow
Community Data
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