Legal Tech & Legal Design in Finland Map, 2025
The latest edition of the “Legal Tech & Legal Design in Finland 2025” map was released on Thursday, August 28, 2025, during the Legal Tech Glögit event hosted by EY Law. The quality of legal tech and legal design services in Finland has reached world-class levels. Much of this progress is thanks to buyers who have trusted domestic providers and enabled their growth. Our core message remains: favoring Finnish services benefits the entire legal field.
With the rapid advancement of AI, legal technology services are evolving quickly. For buyers, identifying the right solution can be challenging. That’s why a curated listing of legal tech and legal design services is more relevant than ever.
The map offers a convenient overview of the key players in Finland’s legal tech and legal design landscape. What makes this map unique is its integration of both legal technology providers and legal design experts into a single visual framework.
This is the sixth update of the map, created in collaboration with Kaisa Kromhof and the Ilves team. Key updates include:
- New entrants: Adeu, AMV, and Vastuu Group.
- Category updates: Lawder and Privaon has been reclassified.
- New categories: Board portals kategory is now: Board portals and virtual data room.
- Other updates: All providers are now listed alphabetically within each category.
We hope the map also encourages deeper collaboration among legal professionals. After all, digital transformation is a team sport.
An conversation with Mia Ihamuotila and Heikki Ilvessalo about the intersection of design and technology
I had the pleasure of interviewing Mia Ihamuotila to explore the intersection of design and technology in legal services. I hope her insights and the map inspire you and your team to evolve your work.
Mia Ihamuotila is a Legal Tech & Design Lawyer at Castrén & Snellman, where she practices law in the fields of data protection, AI regulation, and cybersecurity. In parallel, she leads the firm’s legal design and AI transformation work—bridging legal expertise with technology and user-centric design to create smarter, more understandable legal services.
Mia also serves as Chair of the Board at Legal Design Finland ry and leads the globally recognized Legal Design Summit, one of the world’s largest legal design events dedicated to legal innovation. She is known for her multidisciplinary approach and for driving change in how legal services are designed, delivered, and experienced.
💬 Heikki
Hi Mia, it’s wonderful that you were able to make time for this conversation about how collaboration between legal tech and legal design professionals can benefit everyone in the legal field.
You’re involved in so many things—from organizing the Legal Design Summit to speaking at global events like Legal Tech Talk last summer—and your everyday work at Cassu is full of momentum.
Sometimes I wonder how you manage to fit it all in, but I’m truly glad you had time to join this discussion as well!💬 Mia
Thank you, Heikki! It feels like a privilege to pause for a moment and share thoughts together. For me, these conversations are a way to breathe deeper and see the bigger picture of my work.💬 Heikki
Could you briefly share how you’re doing right now? What are you especially excited about in your work at the moment, and what are you looking forward to this autumn.💬 Mia
Right now, I’m most inspired by how the possibilities of AI and design are becoming real—not just isolated experiments, but genuinely part of everyday life. This applies both to my change leadership and my role as a lawyer.
This autumn, I’m especially looking forward to collaborative efforts: the Legal Design Summit and BrainFactory, client workshops, developing an AI strategy, the Legal Transformation webinar series we’re organizing for the Finnish Bar Association, new partnerships, and everyday innovations—all of which make the latter part of the year particularly exciting.
💬 Heikki
The Legal Tech House framework has served as the foundation for transformation discussions within the Legal Tech Glögit network for years (see post about the network). It helps us understand digitalization holistically, emphasizes the creation of client value, and places service design at the heart of change. I’d like to use it as the guiding thread for the conversation.
Build a tech friendly culture
So, let’s begin with organizational culture, which has often been identified in our network dialogues as the cornerstone of successful digital transformation.
How could legal designers and technology providers work together to make the legal industry’s culture more open, innovative, and client-centric?
💬 Mia
Legal design and legal tech professionals can jointly make the culture less hierarchical and more dialogical. When technology introduces new tools and design brings fresh perspectives, we create space to ask: why do we do things this way, and could it be done better? Cultural change begins by creating a safe space to experiment and fail.
💬 Heikki
I agree—ensuring psychological safety is essential. Building an innovative culture is a skill that can take time, but broad, inclusive dialogue can accelerate change surprisingly fast. I recall a magical moment when a series of dialogues transformed the entire organizational culture. That’s why I deeply believe in the power of open and participatory dialogue. The Glögit dialogues have also demonstrated this power.
Let’s talk about the inevitable “failures” that come with innovation. High quality is hardcoded into the legal industry’s values, so the inevitable imperfections of innovation and tech experimentation can be difficult to accept.
What steps could our network—or individual organizations—take to concretely increase the industry’s courage to experiment and tolerate imperfection?
💬 Mia
We can strengthen the industry’s courage to experiment and tolerate imperfection on many levels. In our network, we could share not only successes but also stories of what we learned from failures—making experimentation a natural part of development. We could organize a workshop to create a generic model for organizational dialogue or launch a “beta club” where a small group tests new methods and shares their findings.
In organizations, culture can be changed through action: accepting that software has bugs that get fixed, and adopting iterative processes where models improve over time. Leadership plays a key role—when leaders themselves experiment and admit their solutions aren’t perfect, it gives others permission to do the same.
Retro-style discussions that highlight both failures and lessons learned as equally valuable as successes support this shift.
Recognition is also important: rewarding bold experiments reinforces the message that trying new things is worthwhile. Imperfection isn’t failure—it’s a step in the process toward better solutions.
💬 Heikki
Great ideas—sharing our worst failures could be fun, and I bet they’re not that serious. Through our network dialogues, we’ll continue developing a more open and innovative culture across the industry.
Manage data to leverage intellectual capital
Let’s move to the first “floor” of the Legal Tech House—data. This layer plays a central role in the transformation of the legal industry. Automation and analytics powered by AI require high-quality, reliable data.
How do you think designers and technologists could collaborate to improve data quality and utilization, thereby enhancing the quality of legal services?
💬 Mia
Data isn’t just a technical resource—it’s a story we tell about clients, services, and society. Its value emerges only when it’s structured and discoverable. That’s why classification and smart tagging are essential: they transform raw data into a shared resource. Legal tech brings the tools and automation, while legal design ensures that the logic behind classification and tags reflects real user needs—and that data is understood and visualized meaningfully. Together, we can make data not only efficient but also comprehensible.
For clients, this means targeted and proactive services tailored to their specific situations. High-quality data acts as fuel: it reveals hidden problems and enables solutions we wouldn’t otherwise see. It also reduces duplication, speeds up decisions, and frees time for more creative work.
💬 Heikki
I really like your analogy of data as a story. Unlocking its value requires capabilities that are often unfamiliar to lawyers. That’s why close collaboration is essential, as you said. Tagging is a great example of a practical step anyone can take. Data truly is the core of developing the entire legal value chain. I think that everyone should aim to identify the data and information that’s critical to success.
Our network discussions have increasingly focused on data. In December, we’ll have the opportunity to dive deeper into the topic.
Continuously develop processes to drive greater efficiency
💬 Heikki
Let’s now talk about workflow and process development. This is the most visible part of digitalization for legal service users. Functional and user-centric processes are the foundation for technology and service design to bring real value to everyday work.
How could we jointly develop legal processes to be more user-oriented, digital, and measurably effective?
💬 Mia
To make legal processes truly user-centric and digitally functional, we first need to break them down and identify all their components. Only then can we see which tools—AI, automation, data analytics, design, or visual documents—fit best at each stage.
User-centricity means the process isn’t a black box but transparent and understandable. This requires lawyers to develop new communication skills: the ability to explain complexity clearly, build trust, and ensure solutions meet real user needs.
When combined with measurability, we get processes that not only work more efficiently but also feel smoother for everyone involved.
💬 Heikki
Designers have a lot to offer in every phase of process and organizational developments and in choosing the right solutions. Technology providers on the map are also building deep expertise in the processes they focus on daily. Buyers should actively tap into this expertise—especially by asking how AI will automate processes in the near future.
Design services that maintain confidence in the legal profession
💬 Heikki
Let’s now discuss service design. In our network conversations, we’ve identified three core ideas in this layer of the Legal Tech House.
First, it’s always important to identify what creates meaningful value for the client—even extending to the client’s own customers.
Second, we look for the client’s pain points and build solutions or select existing services to address them.
Finally, services that genuinely deliver value must be distributed efficiently. Even in digital services, it’s essential to ensure the end result strengthens trust through a positive client experience.
How do you view this simplification, especially now that AI is increasingly part of legal work? How could legal design methods be used to refine existing tech solutions and improve client-centricity in legal services?
💬 Mia
I completely agree—engagement and communication are foundational. Through the lens of legal design, it’s about building a broader experience: how a new model integrates into daily routines, how it feels to the user, and what story it tells about the organization.
When people get to experiment, prototype, and influence solutions before implementation, ownership and trust emerge. Well-designed change communication isn’t just informing—it’s storytelling: why this change matters and what it unlocks for us.
This way, technology doesn’t remain a standalone pilot but becomes part of identity and shared action.
When a lawyer and designer sit at the same table from the start, the result is greater than the sum of its parts. The lawyer brings depth of content, the designer brings structure and experience—together they create a solution that’s both legally precise and user-friendly.
A concrete benefit is faster iteration: problems don’t need fixing later because both regulatory and user perspectives are considered from the beginning. Risks also decrease when legal requirements and usability are tested side by side.
And ultimately—it’s a jackpot when a lawyer is also a designer or vice versa. Then the compass and the map are in the same hand.
Customer value is the enabler of strong financial performance
💬 Heikki
Especially in the development of digital solutions, a wide range of expertise and experience is needed to ensure value creation for the client. To conclude, let’s discuss client experience and financial outcomes.
Based on our conversation, would it be too bold to say that deepening the collaboration between legal designers and technology providers is a key way to accelerate change—resulting in better client experiences and stronger financial results?
💬 Mia
It’s not too bold at all—in fact, it’s a necessary statement. Legal design and legal tech have been seen as two parallel paths that move forward independently, but in fact, together they form a highway.
When technology and design intertwine, we create solutions that not only improve client experience but also streamline internal processes.
When processes are designed from the user’s perspective—whether that user is a client or an internal team—they become smoother, reduce friction, and free up resources. And when internal efficiency and client value grow side by side, financial results follow—not by chance, but by design.
💬 Heikki
Many of our readers are lawyers, and lawyers always want concrete examples.
How do you think collaboration between legal designers and tech providers could tangibly show up in clients’ everyday lives? For example, in speed, clearer communication, or perhaps cost savings?
💬 Mia
Collaboration often shows up in the most everyday aspects of client experience. Processes that used to take excessive time now resolve faster. Documents that once felt like dead ends become clear and structured. Communication no longer gets lost in legal jargon but becomes a dialogue where the client understands their situation and options. For lawyer-clients, this means efficiency: less redundant work, better data comparability, and faster decision-making. For non-lawyers, it means accessibility and confidence—the service is delivered in language and visuals that feel familiar and understandable. The cost difference is also clear: when unnecessary work and friction are eliminated, the client gets more value for less money.
But perhaps most importantly, it’s about the feeling—clients feel part of the process, not outside of it. Legal services work best when they build trust and certainty in everyday life. Clients don’t need to see the technology or design behind the scenes—they just need to feel that the service works.
💬 Heikki
The last question: how could our network and collaboration among industry players bring competitive advantage and increase the economic value of the legal sector in the future?
💬 Mia
The power of networks lies in enabling what no single actor could build alone. When legal design and legal tech professionals combine their expertise and share their insights openly, new types of services and processes emerge—agile, scalable, and globally competitive.
This creates clear competitive advantages for the sector: clients receive higher-quality and more cost-effective solutions, and the entire ecosystem grows stronger.
In a small country like Finland, collaboration is a unique asset—our networked approach makes us faster and bolder than in many larger markets, where actors often compete in closed silos. When we succeed in combining the strengths of technology, design, and law, we not only boost individual success but also enhance the entire sector’s ability to evolve and stay relevant in a changing world.
💬 Heikki
Thank you, Mia, for this conversation—and thank you to all our readers!
Let’s continue developing our collaboration at the Legal Design Summit on September 10–12 and in the next Legal Transformation Network dialogue in Finland or Sweden.
Wishing everyone an innovative autumn!
Heikki Ilvessalo
CEO
Ilves
