Here’s how we deliver on the strategic legal needs of BC societies and other not for profit organizations

Quarterbacking AI chatbot development for a BC digital legal information organization

People’s Law School, incorporated under the BC Societies Act, provides plain language information online and in print on retail legal topics (think: consumer issues, money and debt, neighbours). But how can their content be adapted for web-chat and optimized for a younger audience? Enter Beagle.

This project brought together technology consultants, lawyers, copywriters and designers to “train” a robot to have empathy and provide folks with manageable next steps to solve legal problems on their own.

1. Orient

Holistic, two-week period of expectation setting to align funders, content creators, and the public

2. Write

Writing and editing prompts to ensure the bot had the right tone and cadence

3. Test

Testing of the chatbot on various metrics (safety or responses, actionability, helpfulness, etc.) and along many different types of law to ensure user safety and satisfaction

4. Iterate

Ongoing tweaks to prompts and upgrades to the underlying AI model

Silhouette of a woman with a ponytail against a colorful gradient background.

Orienting and training a university board

Each year, Cabrio Law helps many university committees and student association boards get ready for the upcoming school year. These training sessions range from a few hours to a few days, helping new boards get aligned on their role, goals and deliverables.

Recently, a student association was introducing a new student elected board and a new executive director. Cabrio Law prepared and delivered an orientation program to ensure the board and ED’s success.

1 Design

One on one interviews with the board chair and executive director to determine the goals of the sessions

2 Prepare

Creating a two day workshop that focussed on facilitated group discussion to help the new board bond and get aligned

3 Implement

Develop a playbook for the upcoming year to keep future board meetings on track and tasks to complete between meetings

4 Follow up

Quarterly check in calls with board leadership to see what’s going well and what isn’t, and suggest and implement changes

Young adults sitting in an audience, attentively listening to a presentation or lecture, in a well-lit room.

In-house legal support for a technology start-up

A Canadian tech start up was looking for in-house counsel. They got their lawyer, but they also got executive leadership on business strategy, human resources and copywriting.

Over eight months as embedded, scale-up counsel, employees were vetted, hired and mentored, as the team grew nearly ten fold. Investment was collected efficiently, ensuring compliance with securities laws and paving the way to a go-public event. Web and promotional copy was reviewed and re-written. In short: no task was too large or too small for Cabrio Law to handle, all for a predictable monthly flat-fee.

1 Legal

The company’s books and contracts were updated and maintained to best practice

2 HR

Employment agreements, performance reviews, and (sad reality) employee terminations were streamlined

3 Securities

Public offering documents were prepared; investment pitch books were designed and written

4 Meetings

Weekly executive meetings were organized and chaired

Group of people sitting at a wooden table in a bright room, engaged in a meeting or discussion, some taking notes, with sunlight streaming in through large windows.

Getting the board to do
good work

Boards come in many shapes and sizes. But they all need a clear sense of purpose. For this government organization (a municipality), meetings lacked structure, the board’s role was poorly defined, and the chief executive was not being properly evaluated.

Over six months, new processes were designed. These weren’t your typical board manuals — user-centric design principles provided board members with guidelines that worked, and continue to work, in practice.

1 Consult

One on one interviews with key staff and board members to understand nuanced needs

2 Prepare

Created new policies and procedures, along with structural recommendations to improve how the board works