Fractional Contract Operations
Your legal function isn’t broken. It just doesn’t have an owner.
I take ownership of how your contracts move: intake, approval, signature, renewal. Deals close faster, spend stays governed, and nothing renews or expires unwatched.
For scaling US companies, funded or profitable, typically 50 to 500 people, where contracts gate revenue.
The problem
In a growing company, contracts slow down for operational reasons, not legal ones.
Value leaks.
Auto-renewals fire unnoticed, rate increases go unchallenged, and negotiated terms never get enforced. The money leaves quietly, which is exactly why no one stops it.
Velocity stalls.
Contracts sit in queues between owners, and every idle day pushes revenue out. Your sales team feels it before your legal team does.
Risk hides.
Obligations and renewal dates live in inboxes and memory. The exposure stays invisible until the day it becomes expensive.
The work
I build and run the machine your contracts move through.
“I’m not a lawyer. I’m the person who owns how your legal function runs.”
Contract systems that scale
Intake, playbooks, approval routing, and lifecycle design, built to absorb volume instead of breaking under it.
The operational watch
Every commitment tracked from signature to renewal, so deadlines and auto-renewals surface months before they cost you.
Operational risk and controls
Vendor risk, obligation tracking, and the controls that keep the function audit-ready as you scale.
The bridge to counsel
Your lawyers, in-house or outside, make every legal call. I run the system around them, so billable hours go to judgment, not administration.
What this work changes
The problem is measurable. So is the fix.
The 9% is World Commerce & Contracting research on the average value lost to poor contract management; the cycle-time and coverage figures are the operating standard these systems are engineered to hit. Month one establishes your baseline against your own data.
The principal
Alima Seye
Founder & Principal
A law graduate of Panthéon-Sorbonne, trained in entrepreneurship at PSL, France’s top-ranked university. The practice runs in English and French, for teams that operate on both sides of the Atlantic.
I have architected contract and business-affairs infrastructure from the ground up, governed 170+ agreements across multiple jurisdictions, and built the document systems that keep records audit-ready. Owner, not vendor: I run this practice the way I will run your contracts, with named accountability and no layers.
LinkedIn ↗Start here
The PULSE Diagnostic
A structured audit of your 30 most critical contracts, delivered in five business days. You see exactly where value leaks, what it costs, and what to fix first, scored against a recognized industry framework rather than one consultant’s taste.
PULSE is built for companies whose contract volume has outgrown the way it’s managed. I take a limited number of engagements each quarter, and if yours is not a fit, I will tell you on the first call.
Request the PULSE diagnostic- Scope
- Your 30 most business-critical contracts
- Benchmark
- CLOC Core 12 operations framework
- Findings
- Contract-operations maturity score, the five costliest gaps, a prioritized roadmap
- Timeline
- Five business days
- Fee
- $2,500, credited toward your first month if we continue
How an engagement runs
Start small. Prove value. Then decide.
PULSE
A five-day diagnostic of your most critical contracts. You keep the roadmap either way.
The decision
Run the roadmap with your own team, or hand it to me. The $2,500 credits toward your first month if we continue.
Fractional ownership
I install the systems, then run them month to month. A flat monthly fee, never hourly, on the table before you decide to continue.
The findings make the case.
Due diligence
The questions careful buyers ask.
Is this legal advice?
No. Your counsel makes every legal call: what a clause means, what risk to accept, what to sign. But look at where contracts actually bleed: stalled handoffs, renewals that fire unwatched, obligations scattered across inboxes. None of that is a legal question. All of it is an ownership question, and that ownership is exactly what you’re buying. Your lawyers do sharper work when the system around them runs.
Why not hire in-house?
At a certain scale you should, and when you get there I’ll help you make the hire. But a hire gives you a person who inherits whatever system exists, and the system is usually the missing piece. I build the system, then run it. A dedicated contracts manager runs roughly $133,000 a year fully loaded and takes months to recruit. This is a fraction of that, flat, known before you commit past the diagnostic, and working in weeks.
Who is this not for?
Companies whose contracts are few, simple, and slow-moving, where a shared drive and a careful founder are still enough. And companies missing legal judgment rather than operational ownership: that gap is filled by counsel, and I’ll tell you so on the first call. Most scaling companies have the opposite problem. The lawyers exist; the owner doesn’t.
What about confidentiality?
A mutual NDA comes first, before any document moves. Your contracts live in a dedicated, access-controlled workspace for the length of the engagement. And no layers means no handoffs: the only person who sees your agreements is the person you hired.
See what your contracts are quietly costing you.
The form takes two minutes. The diagnostic takes five business days.
Request the PULSE diagnostic[email protected]