I can only review five contracts a week. How can I take on more clients?

If five contract reviews fill the week, a faster first draft might help. It might also create a larger queue of draft reviews waiting for your attention. Start by finding where the time actually goes.

This guide is for a lawyer or small practice exploring a more consistent workflow. It does not assume that a tool can multiply capacity or bring in new clients by itself.

Find the work that repeats

For your next few suitable matters, note time spent on intake, reading, analysis, drafting, verification, client explanation and negotiation. Also note time waiting for missing information. Keep active work and elapsed turnaround separate.

A public discussion by commercial counsel Jason Tashjian describes incomplete deal context as a source of delay. That is a practitioner’s observation, not a measured estimate for your firm. Check whether it matches your own work.

If clients repeatedly arrive without the current version or a clear objective, improve intake first. If drafting is quick but negotiation dominates, reducing drafting time will have a smaller effect on capacity.

Give every review a usable intake brief

Ask for the party you represent, transaction type, location, governing-law wording, value, duration, deadline, commercial objective and agreed constraints. Request schedules and relevant amendments with the main document.

Reuse the one-page client preparation brief, adapting it to your practice. Keep a short list of missing facts and the person who must answer them. Avoid beginning a supposedly final review against an incomplete document set.

For repeated contract types, maintain your own reviewed positions and escalation criteria. A clause can be acceptable for one client and unsuitable for another because of insurance, bargaining position, liability or the underlying deal.

Trial a structured first pass

Contracts.money takes a PDF or DOCX, accepts context and emails an AI analysis. It can be explored as an additional issue-spotting pass. The existing product does not provide a matter-management system, a negotiated Word redline or a firm-specific playbook integration.

Before sending client material, assess the actual processing and email workflow against your duties and obtain any necessary approvals. Start a capability trial with fictional or public material. A statement that uploaded files are not stored after processing is not, by itself, a complete assessment of provider retention, confidentiality or privilege.

For a US professional-responsibility reference, ABA Formal Opinion 512 discusses competence, client information, communication, supervision and fees when using generative AI. Check your own applicable rules; the opinion is not a certification of this product.

Give the first pass a defined job: identify passages that may conflict with the client’s goals, explain the concern and propose questions. Keep your own full-document review and independent judgment in the workflow, including issues the model did not flag.

Convert flags into decisions

Use an internal working table like this:

This table is a suggested manual workflow, not a feature currently supplied by Contracts.money. It separates finding a possible issue from resolving it.

Keep false alarms and missed issues in your pilot notes. If correcting the output costs more time than it saves, change the task or stop using it for that type of work.

Measure the whole review before increasing capacity

Here is a fictional calculation, not a product benchmark. A review previously took 120 active minutes. A trial uses 15 minutes preparing input, 25 checking and correcting AI output, and 60 on remaining legal work: 100 minutes total. The saving is 20 minutes, not the entire original two hours.

Across five comparable reviews, that is 100 minutes. It may free time for intake or client calls; it does not automatically create room for a sixth complete matter. Include any new follow-up work, tool cost and document-handling overhead before making a capacity decision.

More capacity and more clients are also different problems. If suitable enquiries already exceed available time, a better process may help you accept more of them. If enquiries are scarce, clarify your service and referral routes separately. Offer a turnaround and scope your observed workflow can support, then keep checking whether it holds as the mix of matters changes.