The End of the Billable Hour with Bjarne Tellmann, CEO of FjordStream Advisors

The Kanye Clause, Taylor Swift IP, and AI: Mary Ambacher of EverQuote and Lauren Anderson of Wayfair

What does it look like to build a legal team from first principles in 2025, with AI at the center from day one? Cecilia sits down with Mary Ambacher, Deputy General Counsel and Assistant Corporate Secretary at EverQuote, and Lauren Anderson, Senior Counsel at Wayfair, to talk through exactly that.  Mary just started a new GC role after eight years at Wayfair and walked in to find the calculus for headcount had already changed. Lauren stayed behind to run a leaner team covering hundreds of contracts a cycle. They cover how to triage contracts by risk, why termination for convenience is worth fighting for in every deal, what "B+ work" means in a world where AI is closing the gap on junior associates, and the genuine open question nobody has a clean answer to. If AI does the reps, how do the next generation of Mary and Laurens develop the business judgment? Plus: the Kanye clause (yes, it's a real thing), Taylor Swift's IP filings as a masterclass in legal strategy, and what a viewership-tied marketing deal teaches you about creative lawyering. Follow Mary and Lauren: @Mary Ambacher on Linkedin.  Mary Ambacher is Deputy General Counsel at EverQuote, a publicly traded insurance marketplace. Before EverQuote, she spent eight years at Wayfair, most recently as Deputy General Counsel overseeing the commercial legal function. @Lauren Anderson on LinkedIn Lauren Anderson is Senior Counsel at Wayfair, where she leads contract review for one of the largest e-commerce companies in the US. She covers commercial agreements, influencer and affiliate deals, privacy, and emerging technology issues. Topics covered in this episode: - Building a legal team from scratch with AI as a first-principles assumption - How Wayfair's legal team handled 300 contracts in a 10-week window with a team of three - The two-bucket contract triage system Mary and Lauren built together - Why the B+ answer is often the right answer, and when it isn't - The junior lawyer pipeline problem nobody has solved yet - Non-renewal clauses, termination for convenience, and breakup fees - Taylor Swift's AI likeness filings and their implications for commercial IP - What the Kanye clause is, where it came from, and why Lauren is negotiating one right now - What the legal department looks like in five years - When to call outside counsel and when to keep it in-house 00:00 Intro 01:00 Mary's first day at EverQuote after 8 years at Wayfair 02:46 What does success look like when you're building from scratch with AI? 04:01 Clean-sheeting a legal department: starting fresh vs. inheriting a big team 06:36 Lauren on taking on a larger scope at Wayfair with a leaner team 09:14 The volume reality: 300 contracts in 10 weeks, 50 agreements per attorney per cycle 11:26 How to measure legal team performance with AI: OKRs, metrics, and contract triage 15:17 Will AI replace lawyers? The B+ answer and the junior attorney pipeline problem 19:07 Big wins: SLAs, liquidated damages, and creative lawyering 21:05 Why every contract needs a non-renewal clause (especially in an AI tool world) 22:58 Termination for convenience and the breakup fee 27:54 How junior lawyers build business judgment and confidence 30:45 Risk tolerance: the optimal number of plates to break 34:12 Taylor Swift's IP filings and what they mean for every artist 36:04 Taylor Swift's 2015 letter to Apple 37:28 What is the Kanye clause? 42:24 Lightning round: what does the legal department look like in 5 years? 45:02 What do you still use outside counsel for? 46:09 Books, leaders, and advice to your younger self Follow us on all social platforms to get each new episode when it drops. ⁠@Cecilia Ziniti⁠ [https://www.linkedin.com/in/ceciliaziniti/] on LinkedIn ⁠@CeciliaZin⁠ [https://x.com/CeciliaZin/status/1788847013280493832] on Twitter/X ⁠@GC AI⁠ [https://www.linkedin.com/company/gc-ai/posts/?feedView=all] on LinkedIn @gcai [https://x.com/gcai_co] on X ⁠gc.ai [https://www.getgc.ai/]⁠ website

Risk, Calibration, and 5,000 Bad Haircut Lawsuits with David Schellhase, 3x GC and Okta Board Member

David Schellhase has been general counsel at three public companies - Salesforce, Groupon, and Slack - and he's learned that great in-house lawyering is less about knowing every law and more about knowing your company's risk appetite cold. In this episode of CZ and Friends, David joins Cecilia to share what three decades in Silicon Valley taught him about risk, prioritization, and when to push back on your CEO. David and Cecilia cover: * Why the best in-house lawyers "always be calibrating," reading their company's risk profile the way a trader reads the market, and adjusting advice accordingly. * How technology has made lawyers more available than ever, and why that's a problem worth solving. * What it was like to be GC at Slack through explosive global growth, and how Stewart Butterfield's obsession with craft shaped David's own approach to legal work. * Why David told his CEO, who called from Dublin at midnight, having read the actual GDPR text, that he hadn't read it yet and wouldn't for six months, and why that was the right call. * How Groupon ended up with 5,000 lawsuits in Brazil over bad haircuts, and what that taught him about scaling globally without a legal map. * Why happy hours are technically criminal in New York (it involves liquor pricing law and a rat-encrusted menu). * His thesis that innovation is crime, and why the best in-house lawyers have to believe in their product enough to push the law forward. * What "strong opinions, loosely held" and "disagree and commit" look like in practice as a GC. * Why he thinks in-house lawyers should seek out productive narcissists, and what makes that combination so powerful in a founder. David now sits on the board at Okta, co-teaches Ethical Issues in Global Technology Product Design at Stanford, and is Entrepreneur in Residence at Ballistic Ventures. Follow David:  @David Schellhase [https://www.linkedin.com/in/david-schellhase-209391/] on LinkedIn Chapters: 00:00 Preview 00:12 Welcome and intro: David Schellhase, Okta board member and EIR at Ballistic Ventures 00:25 What David is working on today 02:53 How technology has increased stress in the legal profession 06:52 Always be calibrating: understanding your company's risk appetite 11:12 The difference between in-house and BigLaw prioritization 14:30 Slack, Stewart Butterfield, and the midnight GDPR call 20:45 Innovation is crime: Uber, Airbnb, and the Overton window 25:57 Groupon: happy hours are criminal in New York 30:05 Groupon: 5,000 bad haircut lawsuits in Brazil 34:19 Strong opinions, loosely held, and disagree and commit 43:24 AI: underhyped, and why labeling AI content matters 50:11 Why in-house lawyers should work for productive narcissists 52:43 Lightning round: myths, books, and advice for your younger self Follow us on all social platforms to get each new episode when it drops. ⁠@Cecilia Ziniti⁠ [https://www.linkedin.com/in/ceciliaziniti/] on LinkedIn ⁠@CeciliaZin⁠ [https://x.com/CeciliaZin/status/1788847013280493832] on Twitter/X ⁠@GC AI⁠ [https://www.linkedin.com/company/gc-ai/posts/?feedView=all] on LinkedIn @gcai [https://x.com/gcai_co] on X ⁠gc.ai [https://www.getgc.ai/]⁠ website

The End of the Billable Hour with Bjarne Tellmann, CEO of FjordStream Advisors

Bjarne Tellmann spent 30 years as a general counsel at Haleon, Pearson, Coca-Cola, and Aramco. Now, as CEO of FjordStream Advisors and author of "Law in the Era of AI" (Wiley), he argues that the disruption of the law firm model will not come from startups - it will come from clients. In this episode of CZ and Friends, Cecilia Ziniti joins Bjarne to unpack what he saw from the inside of some of the world's largest legal departments, why most firms are paralyzed right now, and what in-house leaders should do about it. What you will learn: * Why the billable hour model is facing a Nokia moment, and what the "job to be done" shift means for law firms. * How Bjarne cut legal costs by more than 40% at Pearson without simply laying people off. * The two things in-house teams do that no outside firm can replicate: being proactive and being pragmatic. * Why AI governance is now a third engine of in-house value, alongside productivity and pragmatism. * What the "AI factory" model means for how companies will consume legal services by 2030. * How to build a legal department culture where people understand the "why" behind the work. * Practical tips for GCs facing board pressure on AI adoption. About Bjarne Tellmann: Bjarne is the CEO of FjordStream Advisors and the author of "Law in the Era of AI," published by Wiley. He served as General Counsel at Haleon, Pearson, Coca-Cola, and Aramco. Before law, he was a professional actor in Norway, doing film and TV work before coming to the US for theater school. Follow Bjarne: @Bjarne Philip Tellmann [https://www.linkedin.com/in/bjarnetellmann/] on LinkedIn Follow us on all social platforms to get each new episode when it drops. ⁠@Cecilia Ziniti⁠ [https://www.linkedin.com/in/ceciliaziniti/] on LinkedIn ⁠@CeciliaZin⁠ [https://x.com/CeciliaZin/status/1788847013280493832] on Twitter/X ⁠@GC AI⁠ [https://www.linkedin.com/company/gc-ai/posts/?feedView=all] on LinkedIn @gcai [https://x.com/gcai_co] on X ⁠gc.ai [https://www.getgc.ai/]⁠ website

Legal Ops at Scale: Sruthi Kosuri and Cindy Prabhakar of Marvell Technology

How does a legal operations team at a global semiconductor company cut contract request time by 73%, earn a seat at the CLO's staff table, and build board-level analytics, all while keeping pace with AI? In this episode of CZ and Friends, Cecilia Ziniti sits down with Sruthi Kosuri and Cindy Prabhakar from the legal operations team at Marvell Technology, an $8 billion company powering the infrastructure behind AI, cloud, and the devices we use every day. Sruthi and Cindy share how they transformed Marvell's legal function from a manual, reactive team into a modern, data-driven operation that the rest of the business actively wants to partner with. From auto-triaging 40% of contract requests to building self-serve SOW workflows that close in under 15 minutes, this episode is a practical masterclass in legal ops at global scale. In this episode: * How Marvell's legal ops team cut contract request time by 73% across a 7,000-person user base. * Meeting stakeholders where they are and how that changed how legal is perceived across their company. * How auto-triage and self-serve workflows replaced a single-point-of-failure manual routing system. * The strategy behind pushing Marvell paper on the front end to unlock downstream contract speed. * How the "Legally Brilliant Challenge" gamified AI adoption across the legal team. * What board-level legal analytics look like and how to get there. * Why legal ops is no longer just legal ops, and what "global operations" means for the future. Follow our guests:  @Sruthi Kosuri [https://www.linkedin.com/in/sruthi-kosuri-168ba9132/] on LinkedIn @Cindy Prabhakar [https://www.linkedin.com/in/cindyprabhakar/] on LinkedIn Follow us on all social platforms to get each new episode when it drops. ⁠@Cecilia Ziniti⁠ [https://www.linkedin.com/in/ceciliaziniti/] on LinkedIn ⁠@CeciliaZin⁠ [https://x.com/CeciliaZin/status/1788847013280493832] on Twitter/X ⁠@GC AI⁠ [https://www.linkedin.com/company/gc-ai/posts/?feedView=all] on LinkedIn @gcai [https://x.com/gcai_co] on X ⁠gc.ai [https://www.getgc.ai/]⁠ website

Replace Me: Jimmy Toy of Articore Group on AI, Copyright, and the Future of Legal

What if the best thing a lawyer could do is figure out how to make themselves obsolete? Jimmy Toy, Chief Legal Officer at Articore Group (the company behind Redbubble and TeePublic), has been using AI and machine learning in legal work for over 10 years. In this episode of CZ and Friends, Jimmy joins host Cecilia Ziniti to share why the future of legal is not about working faster with AI, but about working differently. Jimmy and Cecilia cover: * Why the best lawyers five years from now will use AI to stop doing legal work entirely, shifting from authoring outputs to reviewing them and architecting systems * How the billable hour trained lawyers to fear efficiency, and what in-house counsel can do to shed that mindset * What it looks like to manage 40+ IP cases across global jurisdictions, including a landmark Australian trademark case against the Hells Angels that created new platform liability law * How Articore built an AI-powered knowledge base from decades of court filings, deposition transcripts, and briefs so any team member can surface consistent legal positions in seconds * Why Jimmy tells his team to embrace being replaced, and how he built an AI champion role inside his legal function * The three values that guide his legal team: light touch, no surprises, and make every dollar count * What it means to be a turnaround GC, and how legal can have a direct impact on OpEx even when it cannot drive revenue Jimmy also shares his take on copyright, platform liability, user-generated content at scale, and why the 20% that AI cannot replicate is where lawyers need to live. Follow Jimmy: @Jimmy Toy [https://www.linkedin.com/in/james-toy-attorney/] on LinkedIn Chapters: 00:00 Preview 00:12 Welcome and intro: Jimmy Toy, CLO at Articore Group 00:25 Redbubble, TeePublic, and 70 million user-generated images 00:48 Jimmy's 10+ years using AI before modern LLMs 01:16 The future of legal: from authoring to architecting 02:10 Why lawyers resist AI more than other professions 04:21 The billable hour and the psychology of legal work 06:10 In-house vs. firm: shedding the hours-based mindset 07:38 What legal looks like in five years 09:27 Articore's platforms and how the marketplace works 12:42 IP risk, DMCA, and managing copyright at scale 14:51 40+ IP cases across global jurisdictions 16:37 The Hells Angels case and creating Australian platform law 18:54 Deciding to appeal: balancing cost, risk, and principle 21:57 AI and litigation knowledge bases 25:05 The "VP of Existing Obligations" problem and how AI solves it 27:44 Decentralizing institutional knowledge with AI 28:44 What surprised Jimmy most about his tenure 30:44 Has the board noticed legal as a product? 31:07 Being a turnaround GC: cost, OpEx, and impact 33:31 The three team values: light touch, no surprises, make every dollar count 34:17 Lightning round: advice, books, and favorite thing about being a lawyer Follow us on all social platforms to get each new episode when it drops. ⁠@Cecilia Ziniti⁠ [https://www.linkedin.com/in/ceciliaziniti/] on LinkedIn ⁠@CeciliaZin⁠ [https://x.com/CeciliaZin/status/1788847013280493832] on Twitter/X ⁠@GC AI⁠ [https://www.linkedin.com/company/gc-ai/posts/?feedView=all] on LinkedIn @gcai [https://x.com/gcai_co] on X ⁠gc.ai [https://www.getgc.ai/]⁠ website