About: Garvin Fouts

Garvin has over 15 years of experience providing development, project management, tactical and strategic guidance for firms around the world implementing Business Process Automation and Workflow Solutions across various technology platforms. He has extensive expertise in building and managing high-performance project teams, product development, technology assessment and application, system integration, business process re-engineering, and BPM transition planning for AmLaw 200 and Global 1000 organizations.

Recent Posts

Automating for Impact

While traditional workflow use cases remain highly valued, practice automation gains in attraction   Competition among legal organizations, as well as challenges from non-traditional legal providers, creates incentives to introduce value by embracing process automation.  Historically, many law firms focused on process automation for New Matter Intake processes because of the enormous evident risk associated with bringing on new clients and new work, and intake persists as among the highest value and impact workflows to the firm’s business.  After all, higher levels of consistency, auditability and visibility into how business is brought on board has provided a solid foundation for addressing additional business processes focused on specific areas of legal operations.
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Successful Automation – Sometimes It’s Best to Start Simple

Embarking on a process automation initiative, whether a first foray, retiring an older technology or upgrading existing workflow capabilities, can sometimes be overwhelming for the sheer flexibility and power presented by today’s Business Process Management suites.   These suites are specifically built to manage all manner of process flows from the very simple to the very complex, including data transformations and user interactions that can wholly change the way a firm operates.
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Automation Tools are Critical Enablers of BPM

As law firms work to implement and master their BPM initiatives, automation technologies are considered a critical enabler. Historically, firms have largely implemented process automation through their core legal applications and embedded “workflow” features in such areas as practice management, document management, or time and billing systems. These workflows were often disparate and disconnected, focusing on specific processes—they accomplished a specific purpose but did not deliver benefit from a more holistic and integrated approach to process optimization.
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