Monica Goyal

Please introduce Briefly Legal and describe your role as VP of Legal Innovation.

I am the Vice President of Legal Innovation at Briefly Legal. My role is to help legal organizations adopt AI in ways that are practical, and responsible. I work at the intersection of law, technology, and operations. That means looking at how legal work gets done, identifying where technology can improve it, and helping teams implement those changes. My background in both engineering and law allows me to understand the technical side while also appreciating the realities of legal practice.

What is the approach behind your work, and how do you deliver legal innovation initiatives?

My work is collaborative. Successful legal innovation depends on lawyers, technology professionals, and business teams working together. Every project starts with understanding the existing workflow. From there, we identify where AI or automation can reduce repetitive work without compromising quality or professional judgment. The technology is only one part of the solution. Process design, training, and change management are equally important.

How does your approach differ from others working in legal AI and innovation?

I have a dual background as both an engineer and a lawyer. That combination helps me translate between technical teams and legal professionals. I understand how technology works, but I also understand the legal, ethical, and operational requirements that matter to lawyers. I focus on practical implementation rather than adopting technology simply because it is new.

Who do you primarily serve, and how has that focus changed over your career?

Throughout my career, I have worked with lawyers, law firms, legal departments, legal technology companies, and students preparing to enter the profession. Earlier in my career, I focused heavily on building legal technology products through My Legal Briefcase and my own legal practice. Today, much of my work focuses on helping organizations or lawyers integrate AI into their practice or into existing legal operations.

What are the most common challenges you are asked to solve?

Many people want to understand how generative AI fits into their work. They are looking for practical guidance rather than theory. They want to automate routine tasks, improve efficiency, and build processes that are sustainable. They also want to understand the risks and the governance that should accompany AI adoption.

How do you stay ahead in such a fast-changing field?

Learning has always been part of my routine. I read extensively, participate in the legal innovation community, and spend time speaking with other professionals who are building new solutions. Technology evolves quickly, but at the same time there are some enduring underlying principles that don’t. It’s my years of experience that allows me to bring a discerning eye to what is worth considering and what is not. 

Do you see innovation as a one time endeavour? 

No. Legal innovation is rarely a one-time project. Once someone begins implementing new technology, new opportunities appear. Relationships often continue because transformation happens over time. Long-term collaboration allows improvements to build on one another instead of treating every project as completely separate.

How do you measure success?

I have never believed success is measured only by numbers. For me, impact matters most. I often think about whether the work has improved how people operate. Feedback from the people using the solutions is one of the most meaningful measures.

What happens after an implementation is complete?

Support continues after implementation. New technology requires ongoing refinement. Teams have questions as they begin using new tools in real situations. Continuous education and regular review help ensure that improvements become part of everyday practice rather than temporary experiments.

How do you approach project planning and budgets?

Every organization is different, so there is no single method that applies to every engagement. The appropriate structure depends on the scope of the work, the systems involved, and the organization’s objectives. I focus first on defining the problem clearly before discussing implementation.

How do you think about value when organizations invest in legal innovation?

Value comes from solving meaningful problems. Technology should improve workflows, reduce unnecessary effort, and help professionals spend more time on higher-value work. I believe organizations see the greatest return when innovation is tied directly to operational needs instead of technology trends.

Have you ever decided not to pursue certain projects?

Yes. Not every project is the right fit. Successful innovation requires commitment from the organization. If there is not enough organizational support, realistic expectations, or willingness to invest time in implementation, meaningful results become much harder to achieve. Further, an organization can only handle so many projects at the same time.

What have been some of the biggest challenges during your career?

Building My Legal Briefcase before legal technology became widely accepted was a significant challenge. Many people did not yet see the opportunity that technology could bring to legal services. Personally, I have also faced barriers related to gender and ethnicity. Those experiences reinforced the importance of persistence, preparation, and continuing to build relationships over time.

How do you continue to innovate?

I start by understanding problems rather than technology. Good innovation begins with listening. Once I understand the challenge, I look for practical ways to improve existing systems. Small improvements implemented consistently often create larger long-term results than dramatic changes.

How important is culture to successful innovation?

Culture is essential. People need to feel comfortable learning, asking questions, and adapting to change. Innovation succeeds when teams collaborate across different areas of expertise and remain open to continuous improvement.

Where do you see your work over the next five to ten years?

I expect AI to become a normal part of legal practice rather than a separate conversation. My goal is to continue helping organizations implement these technologies responsibly while improving access to justice and supporting the next generation of legal professionals through education and mentorship.

How has your leadership style changed throughout your career?

Earlier in my career, I focused heavily on execution. Over time, I have learned the value of listening, collaboration, and long-term thinking. I also recognize the importance of maintaining balance. You can work endlessly, but sustainable leadership requires taking care of yourself as well.

Which emerging trends are you most excited about?

Generative AI and large language models are creating opportunities to improve legal workflows in ways that were not possible a few years ago. What excites me most is using these tools responsibly to make legal services more efficient while preserving professional judgment and trust.

What advice would you give to professionals building careers in legal innovation?

Build expertise across disciplines. My engineering background has been just as valuable as my legal training. Stay curious, keep learning, and focus on solving real problems. I have always believed that little steps over time can have a huge impact. Long-term progress rarely comes from one breakthrough. It comes from consistent effort over many years.