Caroline Hill speaks with Eudia’s product head Coleman Monroe and co-founder David Van Reyk about Eudia’s latest release and the changing priorities for in-house teams
California-headquartered startup Eudia in March released what it calls expert digital twins; a way to capture a corporate’s preferred legal positions, drafting style and risk tolerances, then deploy that expertise as self-service across the business. In a market crowded with contract AI point solutions, Eudia is helping corporates to create an intelligence layer that sits across the enterprise stack.
‘Digital twin’ is subject to different interpretations, including a physical digital replica such as we see in the cyber world, but in Eudia’s world it describes a replica of how an organisation’s best subject matter experts make legal decisions.
Speaking to Legal IT Insider, Coleman Monroe, who leads product at Eudia, said the goal is to capture legal knowledge that is either locked in repositories or, more often, in the heads of senior lawyers, and make it available to the wider business, enabling the likes of procurement teams to resolve common contract questions without emailing legal for every query. Eudia is also absorbing company knowledge, including from finance, CLM and HR systems, in order to become one source of truth for business teams.
In practice, Eudia’s ‘MIND Building’ workflow starts with an expert (or small expert group) feeding in best version redlines, guidance and exemplar language. The system proposes preferred positions and fallbacks, then gives the expert an ongoing ‘control tower’ view, showing where users are deviating from standard positions, how the ‘mind’ is being used, and what may need updating. Eudia positions this as a living feedback loop rather than a static playbook refresh cycle.
A recurring theme is ‘meeting customers where they are’ and Eudia is dipping its toes into building more complex workflows around the likes of M&A and litigation. He tells us: “We recently announced a Toshiba and White and Case litigation piece, where the whole White and Case team came and worked on Toshiba’s instance of the Eudia platform rather than Toshiba sending all their data to White and Case and it being done there.”
Asked how Eudia categorises itself, Monroe described the business as a “horizontal legal AI platform for in-house” — typically sitting alongside contract lifecycle management systems as the layer that “helps do the work”, rather than replacing established workflow tooling.
The company is also leaning into partnerships. In March, Eudia announced a partnership with ServiceNow to embed its ‘Enterprise Brain’ and decision-engine technology into ServiceNow Legal Service Delivery and Contract Management Pro; a move that echoes Monroe’s point about not rebuilding workflows that other platforms have spent years developing.
We have always known that AI differentiation means the ability to leverage proprietary data and knowledge. And the challenge has always been on how to get knowledge out of the heads of the best people. Eudia’s digital twins are a way to help legal not just move faster and do more with less, but create and oversee a high-level self-service function for repeatable decisions.
As to why this is more important now than ever, Eudia’s co-founder David Van Reyk told Legal IT Insider: “What’s happening more broadly is enterprises are competing more on speed. Speed is, more than ever, a competitive advantage, for example, to get to market faster, and the speed of new business is accelerating.
“To large, incumbent enterprises, the threat of small, AI-native companies has never been greater. What is in the way of scaling quickly? Legal is definitely a point of friction, but all the knowledge workers in these large enterprises create a manual human bottleneck. AI‑native companies don’t have that. They are starting from the bottom up with the right tech stack and a team operating completely differently – the way they support the business is different.
“What isn’t talked about enough is how can the legal team almost extract themselves. The elephant in the room is that we should be talking not about how to make the legal team faster but how they aren’t needed.”
Clearly legal teams have an important role in protecting enterprises that needs to stay front and centre of minds, but Van Reyk says: “We use the phrase optimise speed and risk – there’s got to be a check and balance for the risk threshold. What’s needed is an escalation model – a trigger for legal being involved. A big chunk of the work gives them the opportunity to remove themselves, and this is where the digital twin comes in – in a controlled way.”
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