OGT-56 Analyst

Review an agreement against your own positions

Give it the draft and your standard positions or playbook, and ask it to work through clause by clause, flag where the draft appears to depart from what you accept, and set out what is at stake in each departure. The fee earner checks the flags against the draft and decides what to concede.

Compare versions and amendments in substance

Put two or more versions of the same agreement in front of it and ask what has changed in effect rather than in wording, including whether a change to a definition affects an obligation elsewhere in the document. Read the answer back against the versions before you act on it.

Build a chronology from the file

Turn correspondence, attendance notes and file documents into a dated chronology, with the source noted against each entry so it can be checked back to the papers before it is used.

Produce a first draft from instructions

Turn a note of instructions into a first draft of an agreement, letter, schedule or deed of variation in your house style. Ask it to leave marked placeholders wherever your instructions are silent, then read the draft for anything that has been filled in that you did not give it.

Ask what is missing or inconsistent

Ask it to search a long document for absent clauses, undefined terms, defined terms used inconsistently, broken cross-references and provisions that pull against each other, and to list what it finds with the clause references so you can check each one.

Write the plain-English client summary

Condense a signed agreement, a report or a long letter into a short summary a client will read: what they have committed to, what the other side has to do, the dates that bite and the points to watch.

Structure a matter before you start drafting

Turn a messy set of facts into issues, sub-issues and the questions still unanswered, so a fee earner opens a structure rather than a blank page and can see where the file looks thin.

Prepare due diligence and disclosure follow-ups

From the documents you supply, ask it to draw up the gaps, inconsistencies and follow-up questions to put to the other side, grouped by document and by who needs to answer them.

Understand supplier and customer paper before you sign

Ask it to pull the commitments, notice periods, renewal dates, price-increase mechanics and liability position out of the contract you have been sent, so an SME owner has a list of points to query, and to take to their adviser, instead of signing on trust. Check each point back to the clause it came from.

Answer tenders and ITTs

Map the requirements out of a tender document into a response plan, draft answers from your own past material and evidence, and ask it to list the requirements it has not yet seen an answer for. The bidder still checks the finished submission against the tender document before it goes in.

Draft policies and internal procedures

Write staff handbooks, procedures and internal policies from how the business actually operates, and keep the set consistent when one of them changes. The policy owner reviews and adopts.

Turn material into board and management papers

Take updates, figures you supply and rough notes and produce a paper that states the decision being asked for, the realistic options, the cost of each and the risks, in the order a board reads them.

Build an obligations and renewal register

Ask it to extract dates, notice windows, auto-renewal triggers and recurring obligations from a folder of agreements into a register the team can work from, with the source clause noted against each row so every entry can be checked.

Handle complaints and difficult correspondence

Draft a measured reply that answers each point raised in turn, in the tone you set, ready for sign-off before it goes out, which is useful when the instinctive reply would be the wrong one.

Reduce a long report to decisions

Condense a consultant's report, a regulator's guidance or a piece of research you supply into what it means for your organisation, what changes and what to do first.

Document how the work gets done

Work through a process out loud with it and get back a written procedure new staff can follow, with the steps, the exceptions and the points where someone has to make a judgement call.

A framework agreement arrives on Friday afternoon and the client wants a signing decision on Monday.

Ask it to work the agreement against your standard positions and produce three things: the clauses that appear to depart from them, what each departure could mean for the client in practice, and a short list of the changes worth asking for. The fee earner reads the agreement with a marked-up list in front of them rather than a blank page, and there is a draft reply to correct and approve before it goes out under their name.

An SME is renewing four supplier contracts at once and cannot remember what any of them commit to.

Put all four in and ask for one table: term, notice window, renewal trigger, price mechanism, liability cap and termination rights, with the clause noted against each entry. The table is a starting point to check against the contracts themselves, and it gives the owner something specific to put to their solicitor rather than four unread agreements.

A dispute file holds two years of email and nobody can say what happened when.

Ask it to build a dated chronology from the correspondence with the source document noted on every line, then to list the dates where the account looks inconsistent or the file goes quiet. The result is a working draft the fee earner verifies against the papers, not a finished chronology, but they start from a dated draft rather than from cold.

Best for

• Long documents where the detail interacts, such as leases, framework agreements and bundles of correspondence
• Work that has to hold one position consistently across many clauses or many documents
• Turning unstructured files, notes and email into a structure someone can work from
• First drafts that a qualified person takes on, edits and approves before use
• Teams on the 149 GBP tier and above who work on documents every day

Not the tool for

• Legal advice. What comes out is a draft for a qualified person to review, and it does not carry the protections that attach to regulated advice.
• Confirming that something is compliant, enforceable or fit to go before a court. No output is verified, approved or court-ready.
• Facts it was never given. Anything not in the material you supplied should be checked against the source before it is used.
• Short, routine tasks, which the lower tiers in the range are there to cover.