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LegalTech Diaries Volume 15

Jamison Sexton

Founder and CEO
GenC Technologies

LegalTech Diaries Volume 15

Jamison Sexton

Founder and CEO
GenC Technologies

GenC sits at a fascinating moment in a dispute: before a lawyer is formally instructed. How do you design an AI experience that gives people confidence in a high-stakes, emotionally charged situation without them feeling like they’re navigating it alone?

AI should sit beneath the interface, not dominate it. A good reference point is tools like ChatGPT, where there’s significant capability behind a very simple interaction. But in a legal context, simplicity alone isn’t enough. Users also need guidance on how to structure their situation. Our design principle is straightforward:
it has to be simple enough for anyone to use, regardless of legal knowledge or technical ability.

That means: 1) no complex navigation, 2) no unnecessary features and, 3) just a clear, guided workflow.
The reality is that our users are often emotionally charged. They are not thinking like legal professionals. They need clarity, direction, and reassurance that they’re taking the right steps. So the product is designed around that emotional state, not the functional task. Users come in, dump their information in a guided structured way, and the system does the heavy lifting in the background. We only bring them back in when a meaningful decision needs to be made. The role of AI here is to bridge the gaps between steps that can be automated, while still keeping the user informed and in control.

It is a carefully designed balance between guidance and ownership. It is what feels supportive and begins to bring peace of mind whilst curtailing the experience of feeling overwhelmed and isolated.

Your platform combines a consumer SaaS model with a marketplace connecting cases to legal professionals. Those are two very different business dynamics to manage; how did you strike the right balance in the early stages?

The short answer is simplicity. The biggest risk early on was over-engineering, trying to solve every problem for both sides of the market at once. We had to be very deliberate about focusing on the core constraint, which is time. Users don’t have time to figure out how to structure a dispute.

Lawyers don’t have time to review poorly prepared cases, especially if that time isn’t billable. So instead of building two separate systems, we focused on aligning the economics.
For users, it’s about reducing opportunity cost. They can quickly organise their situation without needing to invest significant time or upfront legal spend.

For legal professionals, the equation is more operational. Their key metrics are: 1) Utilisation rate 2) Conversion rate and 3) the Cost-to-Award ratio. If a platform doesn’t improve those, it doesn’t get adopted. So every part of the workflow is designed to deliver better-prepared, structured cases. That reduces time spent on intake, improves conversion, and increases the likelihood of a viable outcome. Without disrupting the law firms current workflow and beginning to change to any new or different workflow effortlessly.

That’s where the balance comes from. We’re not asking lawyers to adopt another tool. We’re giving them better inputs into the systems they already use.

The legal sector has long struggled to serve people who can’t afford formal legal advice. Does GenC change access to justice and if so, what responsibility does that place on a startup that’s also trying to build a commercially viable business?

Legal advice is expensive because it’s time-based. From a claimant’s perspective, that creates an immediate barrier. From a lawyer’s perspective, there’s a different challenge. A significant amount of time is spent before any legal work begins, simply organising information and understanding the situation, and much of that time is non-billable. That inefficiency is a core reason access to justice breaks down.

GenC focuses on that early stage. By helping users structure their disputes in advance, they can make meaningful progress without immediate legal spend. And when they do engage a lawyer, the case is already organised, which reduces time, improves efficiency, and increases the likelihood of a viable outcome. So access improves not by replacing lawyers or reducing their value, but by making the system around them more efficient.

We are very deliberate about not positioning GenC as a substitute for legal advice. Our goal is to help the user frame and get their narrative clear and structured, while ensuring users understand when professional judgment is required. It’s about improving access in a way that supports the legal ecosystem, not bypasses it.

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