We help organisations navigate the legal, strategic and operational dimensions of technology, from AI, data and digital products to technology adoption and large scale digital transformation, turning innovation into solutions that work and endure.
Most failed technology programmes are not technology failures. They are failures to change how the organisation works around the technology and failures to establish, before the money is spent, what the technology will actually be permitted to do.
We work on both, across two kinds of clients.
Organizations adopting technology need the transformation governed: what to build or buy, how to procure and contract for it, how the operating model has to change, and how the data and decisions running through it are governed. This is where most value is created and most of it is lost.
Technology businesses need product counsel from design through launch and scale: what the product can lawfully do, what it must disclose, what it must be able to prove, which approvals it needs before going live, and who owns the intellectual property it is built on. Ownership is more often a problem than founders expect: code written by contractors, designs commissioned without assignment, a brand never registered.
Artificial intelligence has made both harder. Where a model informs credit, hiring, pricing, diagnosis or access to a service, the questions are no longer theoretical: what it was trained on, who owns the output, how it is tested and supervised, where accountability sits, and whether any of it can be explained to a regulator, a customer or a court. Much of this is legally unsettled, which makes clear contractual allocation and documented governance more important rather than less.
We advise as practitioners. Members of our team have spent years building legal technology, and DLE runs on the kinds of systems we help clients govern. That shapes the advice: we understand how software is actually designed, shipped, sold and maintained, and we advise accordingly.