Unleashing the Legal Monster Behind the Door – LexFusion’s Christina Wojcik (TGIR Ep. 221)

Listen on mobile platforms:  ⁠Apple Podcasts⁠ |  ⁠Spotify⁠ | YouTube (NEW!)

Marlene Gebauer 0:07
Welcome to The Geek in Review. The podcast focused on innovative and creative ideas in the legal profession. I’m Marlene Gebauer,

Greg Lambert 0:14
And I’m Greg Lambert. Marlene. Last week we get to do the LINKS conference. So thanks to Colleen Cable and to Kris Martin at Harbor in in Joanne there, had a great time we took we took copious amounts of notes to be prepared to speak at the end. And then it turned out we didn’t we didn’t use hardly any of any of those notes at all.

Marlene Gebauer 0:42
That was very funny. It’s like and it’s fairly common, like you basically do all this prep, and then it kind of takes a different course. And you know, that’s okay. So well, but yeah, prepared. Really good conference. Yeah, was a really good conference and really enjoyed the speakers and the panels. Got a lot of good information. I should note, I should note for our listeners, so I am working really remotely. I’m working at my parents house today. So, so apologies for any background noise or my like how it sounds. I’m kind of doing this off of my iPhone, so

Greg Lambert 1:19
Well, you’ll just test my editing skills. And they Oh, like, how well I can get the breakfast dishes sound out of the way.

Marlene Gebauer 1:29
That’s no joke.

Greg Lambert 1:31
Yeah. Oh, I could I could hear them. So Marlene, we are lately just chock full of special episodes in this week is no exception.

Marlene Gebauer 1:43
Yes, we are very excited to have Christina Wojcik. Joining us today on the podcast. As many of our listeners read recently, Christina is the new managing director of corporate for LexFusion and brings over 20 years of experience driving innovation in the Legal Services and Technology. She has a very unique background, having worked on both the legal service provider side with companies like Pangea3, IBM unseal software, as well as leading innovation strategy internally at Citi. Christina Wojcik. Welcome to The Geek in Review.

Christina Wojcik 2:16
Thank you so much for having me. It’s an absolute pleasure being with you today. And Marlene, just like you’d said, I’m, I’m kind of in transit right now. So I’m in a hotel room in New York City city after a whirlwind week here, and I’m just really excited to be here and to be with you today.

Greg Lambert 2:30
Well, Christina, you bring an amazing amount of experience in legal tech and innovation from, you know, a lot of different perspectives. So what initially drew you into this field, and what’s what’s kept you engaged in this field throughout your career.

Christina Wojcik 2:51
You know, it’s, it’s one of those things where it was kind of a combination of good luck meets bad luck meets timing needs, you know, at eclectic meats, not being afraid to do something a little outside the box. You know, I went to law school, not necessarily knowing if I wanted to be a lawyer or not, but it just seemed like the right thing to do at the time based on my undergraduate degrees. And when I graduated, I moved to Washington, DC to focus on international human rights, especially with women and children being trafficked. But unfortunately, what I realized very quickly is that doesn’t actually pay back your very expensive Law School student loans. So a little bit of bad luck there a little bit naivete there. And so I quickly pivoted over to kind of the business side of law. So I was involved in the very early days of, you know, moving document reviews from the the law firms to, you know, the the temporary attorneys with the contract attorneys helping set up and run some of those shops at Kelly Law registry. You know, I got really interested in more of the academic side of how one runs an in house corporate legal department. So just my kind of curiosity took me to the Corporate Executive Board or that I moved to see B. And now it’s been acquired by Gartner to help you know, in house counsel recognize best in class practices for their legal departments through research and literature. And from there, it just kind of following my interest in following people that were doing really cool, disruptive, innovative things. It’s just kind of captured my attention, and I just keep following along that path.

Greg Lambert 4:26
Sounds exciting.

Marlene Gebauer 4:29
Christina, speaking of exciting you were at Pangea three during its high growth and acquisition period when it was acquired by Thomson Reuters. So what key lessons did you take away from being part of the pioneering legal service community?

Christina Wojcik 4:45
So working with Pangea three, I actually discovered them very, very early in their stages, just when outsourcing legal work to India was becoming a thing. Um, I was at the Corporate Executive Board at the time and I I learned a little bit more about what they were doing just through the research of the CV organization. And I’m like, Oh, that’s cool, right? Like I really believed in the vision I really believed in the value that they were trying to drive. And I really believed in the leadership that was growing that organization and growing that that category that hadn’t really existed before. So Pangea, three’s leadership with David and Sanjay and Greg Paulin and Jonathan Goldstein, Kevin Cole Angelo, were just incredible. And I was working very closely with all of them in the US when I had joined. And, you know, watching the team that David and Sanjay built around that which includes Joe Borstein, and people like me, or Marilyn peruviana, who are just brilliant and passionate people about the things that they believe in. And so when I think about key lessons that I took away from pioneering a legal services company, or probably any company is like really believing, believing in, you know, what you’re doing, what your team is doing, and trusting in the leadership of the organization that that you’re joining. If all those three things come together, you can have incredible amounts of success. And fortunately for Pangea, three, we that’s exactly what we had experienced.

Greg Lambert 6:12
Yeah, that’s quite an all star group of people that you worked with.

Marlene Gebauer 6:15
Absolutely.

Greg Lambert 6:20
So making the jump from legal services over to legal tech, you know, starting with IBM, then you went to sealed software, what stood out as some of the biggest differences that you saw between the two sides of the industry?

Christina Wojcik 6:38
Oh, my thinks that there, there are more similarities probably than than differences, right. So the services side and the tech side, we’re all trying to solve critical problems that law firms and in house counsel we’re experiencing, right. And I think that when we’re looking at the my experience at IBM, we were really trying to tackle some of the incredibly large challenges. So it was around the time that Watson had, you know, won Jeopardy, and really focusing at that time on how we could potentially apply cognitive analytics to the legal space. And there was a competition essentially within IBM as to where is where should the product position of Watson’s capabilities really be focused on and at the time the decision was made? To look at oncology? Right, what can we do in the medical field with with Watson what type of predictions can be made about cancer treatments, and, you know, legal was coming in kind of that, that next round of of investigation and evaluation. But then when we think about seal software, exactly what I had said about life experience at a Pangea three, which is, I had a group of incredibly talented leaders, with all sedbergh, Kevin, with Steve talker, Dan Taylor, and many others. And I apologize for not listing everyone there, but really incredible leadership, who were really trying to shake the way things have been done traditionally, in the past, to provide better professional and personal experiences for those people within law firms and corporations who were really struggling to ensure that they were adding value to high, you know, large scale, repeatable type programs and projects. So I think in terms of leadership, and in terms of goals and visions, very a lot of similarities between those two, two startups. And I think the common thread between all the startups is just the fearlessness of the people who are engaging with it to go and tackle something that, you know, truly hasn’t been done before. Has it been proven out that knowing that it’s the right thing to do, and really just sticking to to, to that cause of driving value?

Greg Lambert 8:57
I’m just curious while you were at IBM, and since this was during the the Watson IPE, how exciting. Was it being part of that at the time, and

Christina Wojcik 9:13
yeah, I read this is like where I couldn’t have had time that again, this is where the luck comes back. And I couldn’t have timed that any better because the amount of geek out sessions that we could have about the potential of cognitive analytics as it could be applicable to the legal space before anyone else was really doing or thinking about it was such a fun ride, right? And it’s so much fun to just sit down with some of the brightest brains in the the in the world, really thinking about what impact could we have, if we could have, you know, actual thought based processes to different areas within legal. So it was an incredibly exciting time, you know, frustrating as well because I wanted to see things happen as quickly as possible. possible because I appreciate the impact that it could make. But recognizing and I think this is a little kind of alluding to what we’re experiencing today with generative AI, also doing it cautiously, right, because this is before a lot of the podcasts and things going well, this was actually before podcasting. But around like, will the robots win? Right? Are the robots going to take over everything? Very, very, I think, a lot more fear, uncertainty and doubt than used to be at that time, given, like the limitations of the technology. But still, that’s really where we started the gears turning on, what could the future look like if the robots are potentially in the opportunity to have the opportunity to, to take over, we weren’t quite there yet at IBM. But, you know, it’s been an incredible journey, watching how it’s progressed to where we are today.

Marlene Gebauer 10:46
Yeah, I do remember the very sort of us versus them kind of feeling when everybody was kind of watching to see if, in fact, Watson would win. Heading up innovation and tech strategy internally at top financial institution like city, you know, that must have given great insights into legal department needs. So what would you say are some of the biggest pain points that you see in legal teams, and what they’re facing today?

Christina Wojcik 11:16
I think what a lot of the legal departments are facing today is a common is a common story, especially around you know, some of the the tier one financial institution, and it’s about, you know, spend analytics, big data cost reductions. It’s also about selecting the right type of solutions to fit your needs, and the fear of potentially making a mistake in the selections of those solutions. You know, especially at organizations like Citi and the other tier one financial institutions and other highly regulated organizations, they’re under constant pressure from regulatory oversight from regulatory involvement. You know, if if, if the correct actions are taken, there might be opportunities for significant fines or immediate exposure. And legal is kind of at the forefront of a lot of that in terms of mitigating risk and ensuring that the organization is as protected as we could possibly be from a lot of different different a lot of different areas. And so, you know, when I think about things that legal departments, really in house legal departments want to ensure that they’re doing is, is getting access and visibility into information in different ways that maybe historically was was needed. And how do we do that, especially when you have as much data as much information that flows through an organization, the size of city? And how do we ensure that data is visible and being applied appropriately, as well as ensuring that all the other things that go into running a major legal organization, outside counsel management, you know, law, firm performance, legal technology, billing, matter management, and then some of the the challenges that we face when we’re looking at the intersection of where business and legal meet, and ensuring that that intersection, and the technology being used offers a seamless experience, so that way, information flowing upstream and downstream, is, is is as untouched by manual processes as possible in order to try and reduce any type of human related errors. So when you’re looking at a legal organization, the size of a tier one financial institution, there are a lot of pain points, but there’s also a lot of incredibly smart people who are working on, you know, addressing, solving and mitigating those pain points every single day.

Marlene Gebauer 13:39
You mentioned that fear factor. And I’m wondering, in relation to legal technology, are there discussions that you’re aware of, in terms of, you know, generative AI, and sort of what decisions should be made around that, particularly since the technology seems to be changing very rapidly? And regulations aren’t really keeping up?

Christina Wojcik 14:05
I think there is significant. You know, I don’t know if if I would use the word fear, but caution, right, very much kind of a proceed with caution. And it depends on the organization. Different types of organizations have different types of risk exposure, right. And there’s certain types of organizations where you do not want them to potentially get this wrong, because could it bring down the global financial market? That’s a very concern, you know, very big concern. But there’s other organizations where the impact if they use generative AI, or if any of their information is exposed in a way that will have less global impact, and they have the opportunities to be maybe a little bit more fearless with their pursuit and use of technology technology like generative AI, you know, within the tier one financial institutions. It’s very much a closed door. or situation right now, where testing is going on in kind of a lockdown environment using large language language models in areas where it can’t necessarily be exposed to, to outside influences, right to ensure we understand exactly what it does, how it works, and what are the risk and control mechanisms we need to put around it to ensure that the monster doesn’t come out of the box, right. I alluded to like, I was just at a conference this week incredible conference on Gen AI ai for legal. And, you know, I alluded to the fact that it was kind of like the monster behind the door. And I don’t know if Stranger Things is a good reference to make, right we have all these scientists who are kind of behind the door poking and prodding at the Gen AI ai, understanding exactly how it’s going to react, where it’s gonna get angry, where it’s okay and, and how we can use it to potentially benefit but not necessarily ready to open up the gates to let that monster out yet, because once it’s out, we if you saw Stranger Things, you know, it can have negative impacts and implications. So I think we’re still kind of at least at the tier one financial, still monster behind the door, let’s start looking at it for things that are within the realms of understanding, we know what it will do we know how to control it. But also, you know, you can take a step back from Gen AI, even when we’re looking at more of the predictive AI. When it comes to things like machine learning natural language, processing delays, semantic indexing, those things where you don’t have to worry about the machine, whether it’s hallucinating or lying to you, you just need to worry about whether or not a model is learning away from what you taught it right. One of the examples I use is, you know, I teach it to find a fork, like a dinner fork that you eat with over time. Is it also pulling in like a pitchfork, right? Like, you can see why the model might get confused as a fork. Its prongs like it does things kind of similar, but like if I want to eat dinner, although sometimes I think my my family would say it looks like a meeting with a pitchfork. I prefer a dinner fork to eat dinner. So with with that title. You know, with that type of predictive analytics, it’s a much for the uses I had within my legal department. He was much less risk if it found out we have verbs leering towards pitchfork than a Gen AI ai, you know, Large Language Models, which is completely hallucinating everything that it’s just told me.

Greg Lambert 17:20
Yeah, well, I can, I can see why the guys over at LexFusion wanted you on board. I can just feel the, the the energy and the experience coming off of you. So but I have to say I did read your title. And it looks like somehow or another, you didn’t just land a job at LexFusion, you landed three jobs. So from what I can tell your man, you’re managing director for corporate Legal Operations, commercial transactions, and innovative accelerations. So I want to congratulate you on the three jobs that you’ve accepted there. And then ask you, you know, how did Joe Casey and Paul, the co founders there at LexFusion? How, how did they twist your arm to get you to join? Join them there.

Christina Wojcik 18:17
So those are my three titles for today. After this past week in New York, we probably have 17 more to add. I will I won’t be encouraged Joe, Casey or Paul to to do that at this time. So we’ll just keep it to those three. You know, it’s I’ve, like I said, I’ve known Joe for many, many years. Since my Pangea three days, we were together, he enjoyed a little bit after me. But we were together through the acquisition by Thomson Reuters. And, you know, he’s incredible. He’s just incredible. He is a wonderful person, he’s brilliant, he’s just a joy to work with. So from a personality perspective, like immediate fit, Casey is a genius. And anyone who’s had the pleasure of seeing him speak, you know, recognize that he is probably one of the foremost experts in kind of the next thing, or the things they’ve done in the past within the legal space. And he’s just incredible. And Paul also had some time at Thomson Reuters, and the kind of the Pangea three crowd and, you know, he is one of the most incredible, and I hate to use the term salesperson, because I feel that that doesn’t do justice to what he brings, which is really having the desire to fix problems, having the empathy to recognize that people are struggling, and he knows how to help solve those problems. So he’s delivering, you know, solutions to things that, you know, keep people up at night. And so it’s just the combination of the three of them is you know, I talked about leadership and following the leadership, a combination of the three of them it’s a no it was a no brainer for me from a leadership perspective, that you know, they were they they’re the right crowd to to join Right. The other component I talked about earlier was vision, right, the vision of what they’re trying to do. And Joe told me a bit about the organization a couple of years ago when, when they got together and started out, and I could see an inkling of a good idea, but I hadn’t had enough experience at Citi at the time to really understand the value or the impact that they can make, both on the law firm side, and then from, from my personal bias, the in house, corporate side. So, you know, I reconnected with with, I’ve been connected with all of them for always, and, you know, I just started, started kind of processing it a little bit more or myself thinking like, you know, the amount of impact I’ve been able to have at City by creating an innovation lab creating a program called lawyer of the future, creating an AI for legal programs. So I could get my lawyers and legal department on AI tools so they can understand what it does what it doesn’t do. I spent most of my career on the buy, or on the selling side, excuse me. And so I know, I know, when the vendor or the solution provider and technology is giving me demo magic, or you know, just kind of leading me down a path that I know that I’ll be able to deliver on, don’t ask me how I know that I led pre sales for a couple, you know, a couple of years. So I kind of see I know demo magic when I see it. And I really hope I was allowed city to make better buying decisions when it came to professional services when it came to legal technology. And so what I thought about my experience in that eclectic experiences I have throughout my career on the on the sell side, and then my incredible journey at Citi on the buy side, I really felt that I could add value to LexFusion to help their membership, as well as to help their law firm and corporate clients, you know, make better and more informed product development and decisions, help them develop products in a way that makes it easier for organizations as complexes, tier one financial institutions to buy and, you know, apply against your business and use cases. And then really help the in house counsel kind of cut through the madness that is legal technology these days, to really hone in on those organizations that will solve their problems within their lifetime. Onboarding is quite a process. So if we can help accelerate some of the onboarding, because you know, we’re introducing the right people at the right time, then I’m just hoping I can really add value to both sides of the house. And so LexFusion turned out to be a perfect match for that. And every time I open my mouth, they’re they’re like, great, Christina, we’re gonna add that to the things for you to do. So I’ll probably stop here before we give them any more ideas.

Greg Lambert 22:44
Yeah, yeah, I was gonna say no, no good deed goes unpunished. So be careful. factly.

Marlene Gebauer 22:51
So so obviously, there is a lot going on. But can you hone in on a few things in terms of what really excites you about the new role and what you hope to accomplish?

Christina Wojcik 23:05
Well, a couple of things that are really exciting to me, one I was, I’ve spent the past week in New York, getting to know some of our members, I’ve known a lot of them for, you know, a number of years, but you know, really getting to know their leadership. And like I said, it’s really about the leadership and the vision they have for their product and how they’re delivering. And I think that the members that we are working with their eyes, right, they are, they are incredible, they have the right people. And I think that’s one of the other things that I really like about LexFusion, they can be very selective about who they work with just because they have an extensive network. And they can really kind of hone down on those solutions and leadership that are driving value. So incredibly excited about our membership, I’m really excited about expanding our our membership network, to other areas within kind of the commercial transaction, corporate space, that will help solve additional challenges that in house counsel face. And then I’m also incredibly excited about, again, working with my former peers, I still consider some consider myself a peer, but my former peers within organization to help them set up, you know, potential strategies to allow them to build innovation and technology programs if they don’t have one already, along the lines of of how I supported at at at City. So again, taking that knowledge and trying to help others build a program that will see their organization successful. But at the end of the day, too, I really want to see people have kind of that personal and professional individual satisfaction because maybe they’re making an impact they always hope they’re making or maybe because we’re helping drive solutions that allow them to go have dinner with their family at night. Right. I know that’s kind of an old adage, but still people like to Well, some people like to have dinner with their family and I some people it’s a great excuse not to go home and have dinner with their family but if I he’d help drive whatever their personal professional goals are. Through my experience, like that’s, you know, that’s, it’s, it’s so exciting for me.

Greg Lambert 25:09
What does? What’s the customer that you’re attracting look like? What? What’s the reason that someone would reach out to you? LexFusion to help them see, what’s a problem that you would help them solve?

Christina Wojcik 25:26
Oh, well, you know, I have a very wide range of, of knowledge, some of it’s useless. But hopefully some of it’s also useful. So I think I’m the member side, what we can offer is not only our incredibly extensive network, you know, our reach into law firms or reach into in house corporations, but also our extensive understanding of what it takes to build a successful organization from the ground up. Right, some of our members are very well established, some of our members have recently been acquired. Some of our members have already gone public, right, but some of our members are looking to build bro scale, and then, you know, potentially, in the future future have an exit strategy. So if I can take my experiences on the services side from Pangea, three, through the technology side from permaseal Software, and help them kind of craft that vision into whatever the leadership’s ultimate goals are, you know, I really hope to be able to help support that on the membership side. But again, like I said, I also want to bring in members that have a bigger kind of allows us to expand our portfolio to have more offerings that will serve as more of the the corporate clients for the the corporate side, you know, what I really hope is, I can help them accelerate their time to bring innovation onboard. And, you know, I think that, you know, I’m getting very excited about the opportunity. So I want to be sure your question didn’t get it didn’t get away from me a little bit. But I think that the the value that LexFusion brings, is both on that membership side helping build companies and and get their products in front of the right people. But then also on our you know, our our other customer side, making sure that we are bringing them the right products that solve for the the challenges that they’re facing. And knowing that it’s coming from a trusted source that we’ve been through with you, we’re not here to do anything other than to support your your goals inside.

Greg Lambert 27:32
Now, there was a an interview you did last week, week four with Caroline Hill, who’s who’s great with the Legal IT Insider in in that you said something that kind of caught my eye with your experience at Citi. And we kind of talked about it here. And that, you know, you don’t necessarily want to do something that will cause the whole, you know, global financial infrastructure to crumble. But that, you know, that, that also kind of can can can prevent a, you know, a good conducive environment to thoroughly test things to really kind of reach out and try new things. And you talked about, like failing fast was actually a good thing. I would love to scratch it that a little bit more. What would you mean by failing fast is actually a really good thing.

Christina Wojcik 28:30
Yeah, it sounds a little counterintuitive, right? Where no one ever wants to have the word word failure anywhere near their their name. But, you know, I, I think that failures, especially

Greg Lambert 28:42
in legal,

Christina Wojcik 28:42
it’s actually yeah. And I think that, you know, what, when I, when I had joined city, they had many different types of technology support available, depending on whether you are, you know, in on the business side, the legal side, more of kind of a overall strategy for city as a global organization. And historically, within our global legal support on the technology side, they’re an incredible team at taking a solution that has been selected, implementing, deploying, you know, building it out, and then moving that into a business as usual Bau status, which is essentially just ensuring that the technology continues to behave as expected, making sure we’re putting the right patches on it, making sure we’re getting the right updates to it. And this is more probably appropriate for when we had everything on premise. You know, as we move to the cloud, it became a little less important because there’s, the lift is different when things are on cloud versus on prem. Right. But what I what I found is that as I’m exploring it as I’m looking at cool technology, especially in the emerging category, I want to be able to tinker with it in a safe environment and understand whether or not it truly works against our use cases. Because the onboarding process says it could take up to two years, right? So if I pick something, and then I go down the road, and two years later I go to implement and deploy and find out Yikes, that didn’t quite meet the brief because maybe, maybe a salesperson got one past me. And I didn’t quite see the demo magic, or maybe we didn’t test it in the right way during like a POC or pilot. So I wanted to, you know, put together an area within the organization that would allow me to really rigorously test different products against my my organization’s legal organizations, and also partially business organizations, business requirements and use cases. And I also wanted the ability to, to look at building technology stack solutions, especially when it came to regulatory responses, right? How can we reduce the amount of manual touches that we have, during a large scale regulatory response? How can we add automation to it? And I love to use analogies of this may or may not hit my former team at City. Vicki, James, Janine, Brian, Diane, if you’re listening to this, you’re probably laughing at me wrong. So I’m gonna try an analogy. So when I when I think about it, my innovation lab that we built, it was based in London and Tel Aviv and components coming out of Dublin and New Jersey was really kind of the the place where we made the sausage now I love vegan sausage, I love meat sausage, this is generic, just sausage, right? So the lab allowed me to kind of build the recipe, right? So we could source different types of of products, we could look at different types of combinations, different types of flavor categories, look at different texture options in a way that we could quickly say, you know, we thought that by adding blueberries that was going to make the sausage delicious, it did not let’s remove the blueberries and try maybe fennel instead. Right? So it allowed us to kind of like play a little bit before we had that final solution architected to move over to deployment and to Bau. So at the end of the day, what comes out of the lab can be handed over to that technology function that is incredible at those things that I mentioned, implementation, deployment, and moving to view. So we go to the sausage factory created incredible sausage, and then we can move that into handing over to the grill master handing it over to the hosts to distribute. And then we have the recipe that we can use again next time, right. And then when we want to do something new, we can go back into the lab and start tinkering again. So it gave us the freedom to to pull things in to move things out in a way that did not commit us to a two year onboarding cycle prematurely. And so we had much better architected solutions coming out of the lab, and accelerated some of that deployment and implementation challenges that we may have struggled with previously. And by the way, can I say follow now

Marlene Gebauer 32:56
I’m hungry. I’m starving now. So it’s like, I gotta go get breakfast. So Christina, we’re we’re just about at the end of our time, and it’s been fantastic. And usually how we close is that we, we ask all of our guests our crystal ball question. And that is, what challenges or changes do you see in the legal industry over the next two to five years?

Christina Wojcik 33:26
So I think some of the changes are absolutely going to be in the the legal tech space, right? I think that there it is ripe for some consolidation, I would anticipate, especially in the CLM space, if you go to any conferences, you see 800, new CLM vendors every single year, that will start to start, we should start seeing a consolidation of that market, we need to we absolutely need to because it’s muddled. And it’s no longer good enough to say that I’m different because I have AI, right? Yes, you’re different. Now, if you don’t have AI, and I’m all for.

Marlene Gebauer 33:57
you and everybody else get getting lost, get lost. Yeah, you know,

Christina Wojcik 34:02
and I think we’re also going to see those control factors coming in over the generative AI ai. So those organizations that are bit more risk adverse, will be using it in production instances, because they understand kind of the nature of the beast, what it can do, and what the opportunities to to bring value to the organization in the appropriate control framework. So I think that those are some of the things that we are are absolutely going to see. And, you know, the final thing that we we might see, and we talk about this all the time, so I’m even hesitant to say it but, you know, kind of war pressure on the law firms from new and innovative ways to provide legal advice to organizations with technology as a foundational layer. So instead of building a firm, looking at potentially law firms as our lawyers as like the first key component, potentially looking at technology As the first key component and then building the lawyers on top of the technology, don’t help but think that’s very, very intriguing.

Greg Lambert 35:07
Christina Wojcik, Managing Director of Corporate for LexFusion along with now I think we’ve we’ve added up 20 jobs that you have, I want to thank you very much for taking the time this week, especially since you’re you’re in New York, doing other things to come on the show and talked about us. With your new role there with LexFusion.

Christina Wojcik 35:29
Thank you so much.

Marlene Gebauer 35:31
And of course, thanks to all of you, our listeners for taking the time to listen to The Geek in Review podcast. If you enjoy the show, share it with a colleague, we’d love to hear from you. So reach out to us on social media, I can be found at @gebauerm on Twitter, LinkedIn, and @mgebauer66 on Threads.

Greg Lambert 35:48
And I can be reached on LinkedIn as well at glambertpod on x and glambertpod on threads and blue sky and all the all the other things that are out there right now. So Christina, if someone wanted to learn more was in you know, they wanted to reach out, where’s the best place you could be found online?

Christina Wojcik 36:09
You can absolutely reach out to me, LinkedIn, but you can also email me directly at Christina.Wojcik@LexFusion.com. And I look forward to hearing from everyone.

Marlene Gebauer 36:19
listeners can also leave us a voicemail. Greg, we still have voicemail. Sure,

Greg Lambert 36:25
we’ll say okay.

Marlene Gebauer 36:27
Think you could still leave us a voicemail on our geek and review Hotline at 713-487-7821. And as always, the nice up here is from Jerry David DeCicca Thank you, Jerry.

Greg Lambert 36:38
Thanks, Jerry. All right, Marlene, I’ll talk to you later.

Marlene Gebauer 36:42
Bye bye