Three engagements from the last 18 months. Names and metrics published with client permission.
DevTools at $14M ARR. Three years of pattern-matched contracts, half-signed NDAs, an option ledger that had drifted from board consents, and three customer disputes that had not been triaged. We rebuilt the stack from scratch, ran a board-consent cleanup, and resolved the disputes by letter.
Vertical SaaS at $4M ARR. The sales team was paging legal on 60% of deals over $30k. We wrote a redline playbook, trained four AEs, killed the three terms causing 80% of friction (uncapped indemnity, perpetual audit rights, ambiguous SLA credits), and rebuilt the MSA around what enterprise actually accepts.
Infra SaaS at $11M ARR. Inbound IP claim from a competitor citing a thin software patent. Threat letter was timed to pressure a closing round. We assembled prior art in five days, sent a reasoned response with a settlement framework, closed on a token covenant-not-to-sue with no monetary payment.
In every case the product was working. What was missing was the legal posture investors, customers, or counterparties needed to see.
These founders had stopped trying to be the contract owner. They wanted a partner who would take legal off the critical path, not put it on.
A diligence opening, a sales-cycle leak, an inbound claim. Specific clocks force the work to ship, and our cadence is built around them.