Prompt
Prompt di IA legale per Legal Ops / Billing
29 prompts you can paste straight into HAQQ or any other assistant. Every one is written out in full. Open it, copy it, change the bracketed parts.
What Needs Urgent Attention in This FileReportStandardSummarize / Extract
I act for [the party relying on this document]. Read the attached file and tell me what needs urgent attention. Assume I have ten minutes. Return: 1. The three things that matter most, each in one sentence, ordered by how soon they bite. 2. Every date in the document that creates a deadline, an expiry, a notice period or a limitation cut-off: as a table of date, what happens on that date, and who has to act. Flag any that has already passed. 3. Anything that is missing, unsigned, undated, blank or internally inconsistent. 4. Anything that commits my client to money, an indemnity, an exclusivity or an automatic renewal. 5. One line: if I do nothing this week, what is the worst thing that happens. Mandatory rules: lead with the deadlines. A risk with a date beats a risk without one. Do not pad the list to reach three items; if only one thing is urgent, say only one thing is urgent. Give the page or clause reference for every point so I can check it myself. Do not state a date, a figure or an obligation that is not actually in the document; if something is unclear or missing, say so rather than filling the gap.
Tabular Risk Assessment of an Attached DocumentReportAdvancedReview / Redline
I act for [party]. Conduct a tabular risk assessment of the attached document. Output the table first and the commentary after it, so I can paste the table straight into a client note. Columns: clause, obligation or right created, who it binds, risk if it operates against us, likelihood (high / medium / low), impact (high / medium / low), residual risk after any existing mitigation in the document, and recommended action. After the table: 1. The three rows I should take to the client first, and why those three. 2. Anything in the document that creates a deadline or a notice obligation, extracted into a dated list. 3. Anything that survives termination, listed separately. Mandatory rules: one row per clause that carries risk. Do not merge unrelated clauses into a single row to make the table shorter. Leave a cell blank rather than guessing. If a clause is ambiguous, put both readings in the row and mark it as ambiguous, because ambiguity is itself the risk. Do not rate a likelihood or impact you cannot justify from the clause text itself; where the document gives you too little to rate it, say so instead of guessing.
Put HAQQ to Work on My Actual MatterMemoStarterStrategy / Scenario
Here is a real matter I am working on right now: [describe the matter in three or four lines, including the jurisdiction and who I act for]. Do not give me a feature list or a description of what you can do in general. Instead: 1. Tell me the three things you would do on this matter first, in order, and what each would produce. 2. Do the first one now. Where that requires a rule, a deadline or a figure, name the source; if you cannot, flag it for me to verify rather than stating it as settled. 3. Tell me exactly what to give you (which documents, which facts) to make the second and third worth doing. 4. Name the parts of this matter you should not be trusted with, and why. Anything that turns on a local filing practice, an unpublished decision, a court's current disposition, or a fact only the client knows. Answer as a colleague scoping a file, not as a product. If this matter is outside what you can usefully help with, say that in the first line.
Answer in the Language I Wrote InMemoStarterClient Communications
I act for a client in this matter. Apply the following rules to every answer, and do not revert to English unless I ask: 1. Answer me in Arabic. Explain the analysis in clear language, while keeping statutory text and terms of art in precise formal Arabic exactly as they appear in the law. 2. When quoting a legal provision, reproduce it verbatim and then explain it. Do not blend the quotation into the explanation. 3. When drafting a document that will be filed with a court or an official body, write it entirely in professional formal Arabic, whatever language my question was in. 4. If I write to you in dialect or in Latin characters, understand what I mean, answer in formal Arabic, and do not comment on how I typed it. 5. If you need a term that has no settled Arabic equivalent, give the foreign original in brackets once, at first mention, and flag that the Arabic rendering should be confirmed rather than treated as the official term. 6. For a bilingual document, put Arabic and English on the same page, section against section, and state which language governs in case of conflict. Mandatory rule: if you are not certain a quoted provision, term or citation is accurate, say so instead of presenting it as settled. Confirm these rules in one line, then go straight to my question.
Test Me Before You Trust MeReportStandardResearch / Authorities
I want to know whether to rely on you for legal work in [jurisdiction] before I put a client matter in front of you. Run this test on yourself and show your working: 1. State the rule on [a question in my jurisdiction where I already know the answer], with the article number. 2. Then argue the opposite position as strongly as you can, and tell me which of the two is actually right and why. 3. List three questions in this jurisdiction where you would be unreliable, and say what makes them unreliable: no primary source, frequent amendment, unpublished practice, or something else. 4. Tell me how your answer changes if the source I need is a decision that was never published. 5. Give me a rule of thumb for when to check your output against a primary source and when it is safe not to. Mandatory rules: in step 1, cite the actual provision, not a paraphrase of what you expect it to say. Do not sell, and do not invent a weakness in step 3 to look thorough; if you cannot name a real one, say so. If the honest answer is that a category of work should not be given to you, say so.
Ask the Firm's Own Data a QuestionReportStarterOperations
Answer this from my firm's own records rather than from general knowledge: [ask the question: how many clients do I have, how many matters are open in a practice area, which matters have had no activity for 30 days, which invoices are overdue]. Rules for the answer: 1. Give the number first, then how you arrived at it: name the exact records or system you queried, and which you excluded. 2. State the date the data is as of. A count with no as-of date is not an answer. 3. Say explicitly what you could not see. If a record is incomplete, archived, or restricted, it belongs in the answer as a caveat, not silently omitted from the total. 4. If the question is ambiguous ('clients' could mean contacts, billing entities or active matters) tell me which reading you used and give the other number too. 5. Do not estimate. If you cannot count it, say you cannot count it and name the source that would make it countable, instead of offering a guess dressed up as a figure. Then suggest one follow-up question that the answer makes worth asking.Open a Matter and File the IntakeChecklistStandardOperations
Open a new matter from this intake: client [name and type: individual or entity], counterparty [name], matter type [type], jurisdiction [jurisdiction], responsible lawyer [name], fee basis [hourly / fixed / contingency], and the facts as given to me [summary]. Do it in this order and stop for my confirmation between steps 2 and 3: 1. Create or match the client record, and tell me if a similar record already exists rather than creating a duplicate. 2. Run a conflict check against the counterparty and any related party you can identify from the facts, and report what you found, including near-matches, with the exact fact that triggered each one, because a conflict check that only reports exact matches is not a conflict check. 3. Open the matter with the details above and a clear name I will recognise in a list six months from now. 4. Produce the intake note: the facts, the client's objective, the immediate deadlines, and the documents to request. 5. List what is missing before this matter can be worked properly. Mandatory rule: do not invent an identifier, a reference number or a date. If a required field is not in what I gave you, leave it empty and list it in step 5.
Chart the Firm's Matters and MoneyReportStandardOperations
Build me a chart from the firm's data: [what to plot: matters opened per month, revenue by practice area, ageing of unpaid invoices, matters by responsible lawyer, average time to close]. Requirements: 1. Ask me the period and the grouping before you plot anything, unless I have already given them. 2. Choose the chart type that fits the question and say in one line why that type: a trend over time is a line, a comparison across categories is a bar, a share of a whole is not a pie unless there are fewer than six slices. 3. Show the underlying numbers in a table beneath the chart, and name the exact report or query each number came from. A chart I cannot check is a chart I cannot put in front of a partner. 4. Label the axes with units and state the as-of date. 5. Say what the data excludes (written-off matters, unbilled time, matters in a different currency) and whether any conversion was applied. 6. Give me one sentence of what the chart actually shows, and one sentence of what it does not show but might be assumed to. Mandatory rule: do not smooth, extrapolate or fill a gap in the data. An empty month is an empty month, and a figure you cannot trace to a named source does not go on the chart.
Brief Me on a Clause in a Stored FileMemoStarterSummarize / Extract
Go into the matter file for [client or matter name] and brief me on what [clause or section reference] says. Give me: 1. The exact wording of that clause, quoted, with the document name and date it comes from. So I know which version you read. If there is more than one version of that document in the file, say so and tell me which one you used and why. 2. What it means in plain terms, in three lines. 3. What it obliges my client to do, and by when. 4. How it interacts with any other clause in the same document that qualifies it, quoted and identified by its own clause number. A clause read alone is usually read wrongly. 5. Anything in the rest of the file that contradicts it: a side letter, an amendment, an email trail, a later agreement. If you cannot find the file, the document or that clause reference, say exactly which of the three failed rather than answering from a similar document. Do not summarise a clause you have not located, and do not paraphrase a qualifying clause instead of quoting it.
Engagement LetterAgreementStandardDraft / Generate
Act as counsel at [Law Firm] preparing an engagement letter to represent [Client] in [describe matter]. Include: the scope of representation, the fee structure, billing practices, staffing on the matter, confirmation the conflicts check is clear, termination rights for either side, and the file retention policy. Produce a single signable letter, one paragraph per item above. State the fee arrangement and any retention period only if you can name the rule behind it; otherwise flag it for [Law Firm]'s own policy to confirm.
Matter Budget TemplateChecklistStandardOperations
Act as the billing lawyer preparing a matter budget for [type of legal matter]. Include: a phase and task breakdown, estimated hours by timekeeper level, anticipated expenses, a contingency allowance, and the assumptions the budget rests on. Align every task line with a [LEDES/UTBMS] billing code. Deliver a single spreadsheet-ready table. Flag, rather than guess, any phase or hour estimate you cannot support from the matter facts supplied.
Outside Counsel GuidelinesPolicyAdvancedDraft / Generate
Act as the legal operations lawyer at [Company's] legal department, drafting outside counsel guidelines for every firm the department retains. Facts: the e-billing system in use [name of system, if any], and any diversity requirement imposed on the outside counsel panel [describe]. Deliverables: 1. Billing requirements: what is and is not billable. 2. Rate structures, including any rate freeze or discount expectation. 3. Staffing expectations: seniority mix and prior-approval requirements for staffing changes. 4. Invoice submission procedures and the required format. 5. E-billing requirements tied to the system named above. 6. Diversity requirements for staffing the matter. 7. Performance metrics used to evaluate the relationship. Mandatory rules: name the specific billing-code standard behind any billing requirement you state. Flag any rate or metric not yet fixed by [Company's] legal department rather than proposing one as if it were decided.
Legal Department Annual ReportReportAdvancedSummarize / Extract
Act as the general counsel's office at [Company's] legal department, preparing its annual report template. Facts: the reporting period [year], and the audience for the report [board / executive committee / department]. Deliverables: 1. Matter statistics: volume, type, and outcome for the period. 2. Spend analysis: internal versus outside counsel spend, and against budget. 3. Significant matters, summarized without privileged detail. 4. Risk management activities undertaken during the period. 5. Operational improvements made to the department's processes. 6. Diversity metrics for the department and its outside counsel panel. 7. Strategic priorities for the coming year. Mandatory rules: mark any figure not supplied as [to be confirmed] rather than estimating it, and flag any matter summary that risks disclosing privileged or confidential detail.
Contract PlaybookPlaybookAdvancedDraft / Generate
Act as counsel building a contract playbook for [type of agreement] that [Company]'s negotiators will use without lawyer review on routine points. Facts: the key clauses to cover [list 5-7 key clauses], and the approval authority above which legal must be looped in [describe]. Deliverables: 1. For each clause in [list 5-7 key clauses]: [Company]'s standard position. 2. The fallback position for each clause, and how far it can move before legal must be consulted. 3. Red lines: the terms [Company] will not accept regardless of counterparty pressure. 4. Approval requirements: who signs off at each fallback level. 5. Negotiation guidance: the argument to make for each standard position and the likely counterargument. Mandatory rules: where a fallback or red line depends on a law or regulation rather than commercial preference, name that source. Flag any clause where the answer depends on facts not supplied instead of guessing [Company]'s position.
Legal Technology RFPMemoAdvancedDraft / Generate
Act as the legal operations lawyer at [Company] drafting an RFP for a [contract management/e-billing/matter management/other] solution. Facts: the systems the new solution must integrate with [list existing systems], and [Company]'s data residency or security requirement [describe, if any]. Deliverables: 1. Functional requirements the solution must meet. 2. Technical requirements, including the integrations listed above. 3. Security standards, naming the specific certification or standard required (for example SOC 2 or ISO 27001). 4. Evaluation criteria and how vendors will be scored against them. 5. The pricing structure vendors should respond against. Mandatory rules: name the specific security standard or certification behind any security requirement rather than describing it generically. Flag any requirement that depends on an internal policy you have not been given.
Client Intake FormChecklistStarterOperations
Act as the intake coordinator for [Law Firm/Legal Department]. Build a client intake form used for every new matter. Capture: client details, a short matter description, conflict-check information, documents to collect, an urgency rating, and an initial budget estimate. Deliver it as a single fillable checklist, one section per item above. If a conflict-check or retention rule is not settled by [Law Firm/Legal Department]'s own policy, flag it for a supervising lawyer to confirm rather than assuming an answer.
Legal Invoice Review ChecklistChecklistStandardReview / Redline
Create an invoice review checklist for [Company]'s legal department to use when reviewing outside counsel invoices. Cover rate compliance against the agreed fee arrangement, task code accuracy, block billing, excessive or duplicate charges, compliance with [Company]'s outside counsel guidelines, and the approval workflow before payment. Produce the checklist as a table with a column for the reviewer to mark pass, query, or reject, plus a space for notes. Flag any item that requires comparing the invoice against a specific engagement letter or rate agreement rather than assuming compliance.
Matter Closing ProcedureChecklistStandardOperations
Act as the operations lawyer at [Law Firm/Legal Department] drafting the matter closing procedure staff follow at the end of every matter. Cover: final billing, the client close-out communication, file organization, document retention, updating the conflicts system, capturing lessons learned, and the archiving requirements. Deliver one numbered checklist, one step per item above. If a retention period is not fixed by [Law Firm/Legal Department]'s own policy, flag it for confirmation rather than assuming a duration.
Legal Hold Management ProcedurePolicyAdvancedOperations
Act as counsel drafting [Company]'s legal hold management procedure. Facts: the system used to issue and track holds [name of system, if any], and who has authority to initiate a hold [role/title]. Deliverables: 1. The triggers that require a hold to be initiated. 2. How custodians are identified once a hold is triggered. 3. The notice issued to custodians and its required content. 4. How acknowledgment of the notice is tracked and escalated if a custodian does not respond. 5. The process for releasing a hold once it is no longer needed. 6. The documentation kept to demonstrate the hold was reasonable and defensible if challenged. Mandatory rules: name the specific rule of civil procedure or case standard behind the defensibility requirement in [jurisdiction], and flag anything you cannot attribute to a named source for [Company]'s counsel to confirm.
Legal Department KPI DashboardReportStandardOperations
Design a KPI dashboard framework for [Company's] legal department, tracking matter volume, cycle times, spend against budget, outside counsel utilization, contract turnaround times, and client satisfaction scores. Produce a list of the metrics, the data source for each, the reporting frequency, and a suggested visual, trend line, gauge, or table, for the dashboard layout. Flag any metric that depends on data [Company's] business does not currently capture, rather than assuming it is available.
Alternative Fee Arrangement TemplateAgreementAdvancedDraft / Generate
Act as counsel at [Law Firm] proposing an alternative fee arrangement to [Client] for [type of legal matter]. Facts: the budget or fee range [Client] has indicated [amount, if known], and the milestones the matter is expected to pass through [describe]. Deliverables: 1. The fee structure options on offer: fixed fee, capped fee, success fee, and blended rate, with the case for each. 2. The scope definition the fee is tied to, and what falls outside it. 3. The change management process if the scope shifts mid-matter. 4. The performance metrics that determine any success fee or bonus. Mandatory rules: state a proposed fee or cap only where it is grounded in the facts supplied; where [Law Firm]'s pricing depends on internal rate cards you do not have, flag that gap rather than inventing a number.
Legal Budget ForecastReportAdvancedOperations
Act as legal operations advisor to [department/firm]. Create a quarterly legal budget forecast template with categories for external counsel fees, litigation costs, compliance expenditure, technology and tools, staffing, and contingency. Add: 1. Variance tracking columns comparing forecast to actual. 2. A year-over-year comparison section. 3. A notes column recording the assumption behind each figure. Mandatory rules: do not project a specific dollar figure or trend as fact. Base every projection on data I supply, and mark any category where I have not given historical figures as an assumption for me to confirm before the forecast is used.
Records Retention SchedulePolicyAdvancedOperations
Act as counsel to [Company]. Draft a records retention schedule for [Company]'s legal and business documents by category: contracts, HR files, financial records, corporate governance records, litigation files, and tax records. For each category, give a proposed retention period, the trigger event that starts the clock, and the regulatory basis, but mark every regulatory citation as [VERIFY CITATION] rather than presenting it as settled. Add a legal-hold override: any document under a litigation hold is retained until the hold is released, regardless of the schedule. Close with a disposal method (secure destruction or archive) per category.
Regulatory Compliance CalendarChecklistAdvancedCompliance / Due Diligence
Act as compliance counsel to [Company]. Build a compliance calendar for [Company] covering recurring filings, renewals, and reporting deadlines under [list regulations or licenses]. For each item, show the trigger, how far in advance to start preparing, the internal owner, and the consequence of missing it. Flag any deadline you are not fully certain about as [CONFIRM DATE WITH REGULATOR/COUNSEL] instead of guessing a date.
Outside Counsel Instruction LetterMemoStandardDraft / Generate
Act as [Company]'s legal department. Draft an instruction letter to [Law Firm] opening a specific matter: [describe the matter]. Include the scope of work authorized, the budget cap and when to seek approval before exceeding it, the required reporting cadence, who at the company has sign-off authority, staffing expectations (no unapproved partner-level work without prior consent), and a reminder that all communications remain privileged and should not be forwarded outside the approved distribution list. Do not state a budget figure, fee arrangement or deadline I have not given you; mark any missing detail [CONFIRM WITH COMPANY] rather than assuming a default.
Subpoena and Third-Party Records Request ChecklistChecklistAdvancedCompliance / Due Diligence
Act as counsel to [Company]. Build a response checklist for when [Company] receives a subpoena or third-party records request in [jurisdiction]. Cover: confirming the deadline to respond or object, who internally needs to be notified immediately, whether the request calls for privileged or confidential material, the process for a privilege log if documents are withheld, notifying affected employees or customers if required, and the objection grounds available if the request is overbroad. Mark every jurisdiction-specific deadline or procedural rule as [CONFIRM WITH LOCAL COUNSEL] instead of assuming a default rule applies.
Pre-Send Self-Audit Before the Draft Leaves the OfficeChecklistExpertReview / Redline
Act as the last reviewer before this document leaves the firm. Scope: the draft below, intended for [RECIPIENT], for the purpose of [PURPOSE], under the retainer described as [SCOPE OF ENGAGEMENT], due [DATE]. Audit it as though you will personally answer for anything that goes wrong. Return: (1) Blocking Defects: anything that must be fixed before it goes out, each with the exact location in the draft and the corrected wording; (2) Client-Facing Errors, wrong names, dates, amounts or entity forms, unfilled placeholders and square brackets, comments or tracked changes left in, and any text carried over from another matter or client; (3) Internal Consistency, defined terms used before they are defined or never used at all, cross-references pointing at the wrong clause, broken numbering, and figures that differ between the body, the schedules and the cover email; (4) Scope and Instruction Fit, where the draft goes beyond what was asked or fails to answer what was asked, mapped against [SCOPE OF ENGAGEMENT]; (5) Unstated Assumptions: assumptions the document relies on but does not disclose, with the sentence that would disclose each one; (6) Tone and Exposure, anything that overpromises, guarantees an outcome, gives advice outside the retainer, or reads as a conclusion where it should read as an option; (7) Confidentiality Check, third-party names, privileged or without-prejudice material, and document metadata to strip before sending; (8) Ship Decision, Send, Send after the numbered fixes above, or Do Not Send, in one line with the reason. Where you cannot confirm a fact, figure or defined term from the draft or from [SCOPE OF ENGAGEMENT], flag it as [VERIFY] rather than assuming it is correct. Draft: [PASTE].
Fabrication Check on an AI-Assisted DraftChecklistAdvancedReview / Redline
Act as a verification reviewer for a document that was drafted with AI assistance. Scope: the draft below and the source materials I supply. Treat those sources as the only permissible basis for any factual, numerical or legal statement in the draft. Do not fill gaps from your own knowledge; an unsupported statement is a finding, not something for you to justify. Return: (1) Source Map: every factual and legal assertion in the draft, matched to the source and line that supports it; (2) Unsourced Assertions, statements with no support anywhere in the materials, quoted verbatim with their location in the draft; (3) Suspected Fabrications, citations, case names, quotes, figures, dates, party names or document references that appear nowhere in the sources, listed verbatim and flagged as high priority; (4) Quote Integrity, every quotation checked word for word against the source, with any drift shown side by side; (5) Number Integrity: every figure, date, deadline, percentage and calculation traced to its source, with a note where the arithmetic does not reconcile; (6) Silent Drift, passages where the draft states a source more strongly, more broadly or more favourably than the source states itself; (7) Verification Queue, what a human must check manually, ordered by damage if wrong, with the specific check for each item; (8) Verdict, the count of unsourced and suspected-fabricated items and whether the draft may be circulated as it stands. Sources: [PASTE]. Draft: [PASTE].
Notarisation, Legalisation and Apostille ChainChecklistAdvancedCompliance / Due Diligence
Act as the lawyer responsible for getting documents accepted abroad. The file is [TRANSACTION OR MATTER]. Documents to move: [LIST, with who issued each and where]. Country of origin: [COUNTRY A]. Country where they must be accepted: [COUNTRY B]. Receiving body: [COURT / COMPANY REGISTRY / LAND REGISTRY / BANK / IMMIGRATION AUTHORITY / NOTARY]. Work out the authentication chain end to end. The chain depends on whether both countries are parties to the Hague Apostille Convention. Several states in the region are and several are not, and the difference is a single stamp versus a multi-step consular route that can add weeks. Confirm the current status of both countries against an official source rather than assuming it, and say plainly where you have not confirmed it. Return: (1) Route Decision: apostille route or consular legalisation route, with the source you checked for each country's status and the date you checked it; (2) Step Table, for each document, the ordered steps (notary, chamber of commerce, issuing ministry, foreign ministry, embassy or consulate, receiving-country foreign ministry), with the body, the fee if known, and the realistic turnaround; (3) Translation Point, at which step the translation must be made, whether it must be done by a translator licensed in the destination country, and whether the translation itself is authenticated; (4) Form Traps, originals versus certified copies, documents that expire, signature and seal requirements, documents that a notary will not certify, and language of the underlying document; (5) Corporate Documents: the extra layer for board resolutions, powers of attorney and certificates of incorporation, including who must appear and what proof of authority the notary will demand; (6) Critical Path, the sequence laid on a calendar working backwards from [DEADLINE], showing which steps can run in parallel and which cannot; (7) Failure Modes, the three most common reasons the receiving body rejects a pack, and the check that catches each before submission; (8) Confirmation Questions, the short list to put to the receiving body and to local counsel before starting, because a rejected chain has to be run again from the beginning. Confirm every step with the receiving authority; this is a planning aid, not legal advice.