Back to the Basics | Post #12

Author: Luiza Rey

Legal slowdowns are rarely caused by complexity. They’re caused by unclear decisions.

When deals stall or projects drag, the instinct is to blame “legal complexity.”

But most delays don’t come from the law itself.

They come from uncertainty around three basic questions:

1️⃣ What level of risk is acceptable?

2️⃣ Who is authorized to accept it?

3️⃣ When does an issue require escalation?

When those answers aren’t clear, friction appears.

Emails multiply. Approvals loop. The same clause gets reviewed three times by three different people.

Not because the issue is complex, but because the decision framework is missing.

Real Example

A scale up negotiating enterprise SaaS contracts required legal review for every deviation from its template.

But no one had defined:

• Which clauses were “non negotiable”

• Which risks sales could accept

• Which thresholds required GC approval

  
  

Result?

Small concessions escalated unnecessarily. Strategic risks were accepted inconsistently. Legal was blamed for delays it didn’t create.

Once the company implemented a simple risk matrix and authority table, turnaround times dropped, without hiring a single additional lawyer.

The Fix

High performing legal teams don’t scale by reviewing more.

They scale by structuring decision pathways:

✅ Define acceptable risk levels.

✅ Align legal standards with business authority.

✅ Create clear escalation triggers.

✅ Document who can approve what, and up to which threshold.

When that exists:

• Teams move faster.

• Legal becomes strategic.

• Risk acceptance becomes consistent instead of situational.

  
  

Legal scale is not achieved by increasing review capacity.

It is achieved by reducing decision ambiguity.

By Luiza Castro Rey