FAQ

  • I. How does the Weagree Wizard work?

    • Basic principles of the Wizard

      • Modular approach. In essence, contracts are sets of text modules. Modules ('building blocks') can be re-used for all types of contract. If such modular approach is also adopted for document automation software (such as the Weagree Wizard), modifications of the building blocks (e.g. for legal developments or mere textual improvements) become very easy. This is why document automation should be built on a database (and not around individual documents with mail-merge-type of fields, as many 'competitors' of Weagree have done). In such case, model contracts will be scattered all over the organisation; a database can be managed centrally.
        When a user is creating a contract with the Weagree Wizard, the database-engine retrieves the required building blocks with all the relevant Q&A-elements from the database. After processing the Q&A, the database application assembles the desired document. Because the Weagree Wizard adopted a modular setup, it is vigorous: flexible, user-friendly, ensuring consistent quality and enhancing compliance.

        The Weagree Wizard. The Wizard is an online contract assembly software application for drafting contracts (and other legal documents). It enables a user to create contracts by processing a powerful Q&A. After having gone through the automated Q&A, the user can generate a complete contract with the click of a button. All that you need are internet access and your password. See the demo-movie on this site for the powerful features of the Weagree Wizard (click here).

        Terminology. The Weagree Wizard consists of one or more templates incorporating the Q&A-elements needed for creating a contract (or other legal document). A template identifies the relevant building blocks. They are the cornerstones of each contract template. Building blocks consist of one or more contract clauses, which in turn identify the required defined terms (and definitions) and contain the related questions and explanatory notes together with their default answers, editable variables or optional answers.

        The Q&A. The Wizard automatically generates a user-friendly questionnaire (Q&A). Upon completion of the questionnaire, or based on the default answers, the Weagree Wizard assembles a fully fledged, crisp contract. The level of detail of the questionnaire may be aligned with the permitted authorisation level of the relevant user. The actual delivery of the contract may be made subject to prior approval by in-house counsel. If a user so desires for a certain contract, additional building blocks can be inserted (and any related questions will be processed as part of the questionnaire). The administrator may also allocate certain empty building blocks in order to enable an authorised user to copy-paste transaction-specific text.

        The end-result. The resulting contract is in a common document format, with margins, headers and footers, fonts and paragraph settings as the user (or the company) chooses. The ‘look & feel' of the contract can be changed from a European style into a US-style with two mouse clicks only.

        The Weagree Wizard is a state-of-the-art software application. Like most nowadays software applications, the Wizard is web-based (i.e. internet accessible). This means that the software does have to be tailored to the particularities of the underlying software and network environment of the company. Likewise, the software maintenance costs are reduced considerably.

    • Administrators and users of the Wizard

      • Types of users. The Weagree Wizard works with one or more administrators on the one hand and various classes of users on the other hand. The classes of users can be structured hierarchically, so that members of one class of users (e.g. in-house counsel) have approval rights vis-à-vis other classes of users (e.g. business line managers). Also, users (e.g. the general counsel or senior management) may be attributed monitoring rights over the approval processes.

        Administrator. The administrator (usually a user with specific authorisation) is responsible for granting authorisations and organising the templates. Whilst organising the templates, the administrator can create (and modify or delete) contract templates, organise the building blocks, contract clauses, contract definitions and all related questions, default answers, optional answers and explanations. If desired, Weagree can provide administrator services.

        Users. The key users are of course those who create a contract. The Wizard distinguishes two main groups of users: legal counsel and business line managers. The former group will typically be granted broader authorisations, such as template-access, drafting and approval rights. The latter group may be restricted in the number of contracts they can create and the level of detail of questions they may answer during the questionnaire. See also [Managing the workflow and authorisations].

    • Building a template and a Q&A

      • General structure. In the Weagree Wizard, contracts are created along the lines of a template. The templates identify contract building blocks, which consist of contract clauses. The contract clauses, in turn, evoke the inclusion of required defined terms (definitions) and trigger questions, which are processed by means of an (automatically generated) questionnaire. Each question will normally have a default answer and an explanation, and may consist of several alternative answers or editable text.

        Templates, building blocks and contract clauses. Building a template means that the administrator will first create or modify existing building blocks and subsequently put these together in a template. The building blocks consist of contract clauses in the sequence they will appear in the contract. Contract clauses are inserted ‘card-by-card', meaning that each contract paragraph and each defined term appears on its own ‘subject divider card'.

        Q&A: questions. A contract clause may trigger various types of questions. First, the contract clause might be redundant in the specific business context (in which case the question will be whether or not to include the clause). For example in a non-disclosure agreement, the ‘non-granting of a license' would be normal in the context of exchanging know how or for R&D-projects, but is redundant if the purpose of the contract is to allow an M&A-related due diligence. Second, a contract clause may require a value (in which case the questionnaire will prompt for such value, probably also giving a default value). For example in the non-disclosure agreement, the duration of confidentiality may vary between two to seven years. Third, a questionnaire may provide several alternatives (in which case the question requires a choice from amongst a number of options). Fourth, a contract clause may need to be extended by one or more sentences depending on the specific business context (in which case the user should tick a box). The administrator can insert each of these types of questions in the building blocks in a very user-friendly manner (in all cases by the click of one or two buttons only).

        Q&A: related or interdependent questions. In the questionnaire, the user should not be bothered twice by the same issue. In many cases, the answer to a question is driven by (or dependent upon) the answer to another question. For example, in case of a distributorship, a main question would be whether the contract will be ‘exclusive', ‘sole' or ‘non-exclusive' and as a consequence various contract provisions would need to be included (or excluded) or phrased in one way or another. The Weagree Wizard provides a user-friendly solution for such related or interdependent questions.

        Q&A: answers and explanations. For convenience, the administrator may ‘pre-format' answers in the questionnaire by the click of one button only. If the answer would be a jurisdiction, the questionnaire gives a dropdown list of all jurisdictions (i.e. with all countries, U.S. states and Canadian provinces). If the answer would be a calendar date, the user may either fill in the date or pick one from a small calendar. All questions may contain a short explanatory text (which will appear next to the question as a small info-icon ‘i').

        Defined terms (definitions). The defined terms used in the contract clauses will automatically be collected in one article of the contract. The Wizard will (automatically) order the definitions alphabetically. (If a defined term appears in several contract clauses, of course the Wizard will include it only once.)

        Cross-references. The administrator can insert cross-references between the contract clauses (e.g. "Without prejudice to Article 5"). Obviously, those cross-references will ultimately refer to the right article or section number.

        High quality templates. Initially, the Weagree Wizard will be equipped with a set of ready-made contract templates. This means that repetitive components of a contract are readily available for other contracts and that all features of the Wizard are somehow visible (and copy-able). Such ‘repetitive components' include the text blocks identifying the contract parties (which is somewhat complex to set up) and standard form clauses such as ‘term and termination', ‘notices', ‘confidentiality', ‘miscellaneous', ‘dispute resolution' (which is an elaborate building block with several standard alternatives) and the signature blocks. Because these are provided in the form of one building block each, incorporated in the various templates, it is easy to align them with a customer's policies or industry's standards in one step.

    • Generating a Word-document

      • Upon finalizing the questionnaire, the user is prompted to generate the contract (although this may also be done in the contract properties screen). In connection with each contract, the user may change the document settings for the relevant contract. Accordingly, the user can choose between a US-style of presentation, a European style or a customized style.

        Contract settings. Each of the settings related to the presentation of the contract can be adjusted as desired: the document margins, the font (e.g. Arial, Times), font size and style (e.g. bold, all capitals), indentation, alignment (e.g. justified), white-spacing, hyphenation and numbering style. A similar flexibility is adopted for the contents of headers and footers, a cover page or table of contents (if desired), and the way in which the parties and recitals are presented and the signature blocks. Text blocks such as for example "whereas", "in witness whereof" and the way in which definitions are introduced, can be fine-tuned as desired.

        Section numbering. The numbering of all articles and sections happens automatically. This means that if a contract clause is included (as a building block during the questionnaire or afterwards), all clauses will automatically renumber (including any cross references).

        IMPORTANT: Please note that the ‘automatic section numbering' may entail a revolutionary change in the way you work with contracts: the articles and sections renumber automatically because the contract clauses have a predefined ‘level' (defined in the ‘style'). This means that when, for example, you insert a section 2.3, the subsequent sections will renumber 2.3 to 2.4, 2.4 to 2.5 (and so on). The same applies mutatis mutandis to entire Articles. Inserted clauses pick up the predefined numbering style automatically. Your only concern would be that the inserted article or section is of the same style and level (in our example 'level 2') as the sections that should renumber. Our experience is that once you understand this simple principle, it will relieve you from many time-consuming struggles (whichever document you work with). On the other hand, until you understand it, document numbering might be aggravating. Weagree is happy to demonstrate how this works.

    • The workflow and authorisations

      • The Weagree Wizard contains a workflow, formalising contracting procedures and enforcing contract approval rights. If the Weagree Wizard will be used by business line managers (as well as by the legal department) a basic workflow will be necessary. Setting this up is part of the initial implementation of the Wizard. After implementation, the administrator can manage the workflow: users can be added and approval rights can be (re-)allocated.

        Setting up a workflow. Setting up a workflow means that a company's organisation and selected procedures or actions will be mapped out. The organisation will be classified in business units, identifying all relevant functions and their interrelationships. In connection with this, contracts that may be drafted by members of a class, as well as the related approval rights, need to be determined.

        Classification of the organisation. For the Weagree Wizard a classification of business groups, business units, staff departments and the legal department needs to be made. The company should identify the persons who will be authorised to start drafting a contract (e.g. decide what type of contract is required, insert the main party details and make some high level business choices), who will need to approve the contract (e.g. the responsible legal counsel who will then also fine-tune the draft and release the Word-document) and who will be authorised to supervise these activities. Of course, Weagree will provide support in classifying a company's organisation in a sensible manner.

        Classification of your contracts. In relation to the classification of the organisation, the contract templates to be passed through the workflow need to be determined, and the required approvals for such contracts be established. Weagree advises and supports both on the establishment of contract approval requirements and on the making available of contract templates to business line managers and support staff.

        If the workflow would be extended for processes, notifications or approval functionalities after the release of the first draft contract, Weagree's support in the customisation is required. For more information on workflows, see also in this FAQ-section under II. Characteristics of the Weagree Wizard and under III. Value proposition (why do we need the Weagree Wizard?).

    • The Weagree Wizard and contract management systems

      • Weagree's CMS. The Weagree Wizard contains a basic contract management system (‘CMS'). This CMS stores the Wizard-generated contract together with the contract properties (i.e. party names, description, date, notes). The contract and properties can be consulted through the Wizard homepage and workflow page.

        Interface to other CMS's. The Wizard can be connected to a customer's own CMS (and deliver both the generated contract and any related meta-data). Weagree can assist in creating an adequate interface between both applications.

  • II. Characteristics of the Weagree Wizard

    • Expeditious: reducing effective drafting time and a legal department's response time

      • Improving productivity. The Weagree Wizard accelerates contract drafting by considerably reducing the effective drafting time. In other words, it improves the in-house counsel's productivity. Business line managers fill in the business details (such as information about the other party and the principal business-driven choices), whilst the in-house counsel finishes the contract or approves the business manager's choices. Note that, although the business manager creates virtually the whole contract, the required (legal) approval must be given before the contract itself is released. (If approval is not required, the contract is of course available at once.)

        2 hours down to 10 minutes or less. The effective time required to prepare a first draft contract can be reduced from 2 to 3 hours to only 10 minutes! If you re-use a previously given set of answers creating a contract may even be reduced to one minute.

        Reducing a legal department's response time. The Wizard also reduces the transaction cycle in two ways. If the requested contract would contain small complexities or the putting together of two or more sample contracts, such request is easily postponed. With the Weagree Wizard, this is unnecessary. Because business managers can do preparatory drafting work themselves, legal counsel can respond much more expeditiously. Moreover, inserting atypical building blocks requires just a click of a button. Whilst contract building blocks are aligned for the terminology and defined terms used, even the greatest complexities can be handled.

        2 weeks down to 2 days. If complexities in a contract are overcome by the smart configuration of the Weagree Wizard, the response time of the legal department may reduce from three weeks down to only one or two days. Moreover, if the first draft is of excellent quality, parties would reach an agreement one or two mark-up cycles earlier.

    • High quality

      • High quality software. The Weagree Wizard is a state-of-the-art, web-based software application in a powerful database environment. This means that amendments to the contract building blocks can be coordinated centrally and therefore be done continuously. Modifying the contract building blocks (by the administrator) is very easy. The workflow is an integrated functionality of the Wizard with a proven track record.

        High quality contracts. The Weagree Wizard is equipped with a set of high quality model contracts and contract clauses. Over time, the set of contracts and building blocks will be expanded. The included contracts are mainstream commercial contracts but the customer is free to adjust them to the business or company's particularities and to add its own model contracts.

    • User-friendly

      • Smart interaction and sense of being in control. The Weagree Wizard is simple and very easy to use. The user ‘interaction design' (i.e. how a user interacts with the Wizard) was designed together with experienced in-house counsel. The Wizard gives the user a strong sense of control over the processes of creating and managing contracts. The user keeps an excellent overview during all stages of the contract drafting process. During the Q&A, a navigation bar not only indicates the user's progress of drafting a contract, but also enables jumping back and forth through the various stages of the questionnaire.

        Intuitive setup. The user interface of the Wizard has been developed by professionals in order to enable the clumsiest lawyers to work with it. The questionnaire has an intuitive user interface, which provides explanatory notes and default answers to each question. Going through the questions is matter of answering and clicking ‘next' or ‘generate your contract'.

        Fully automated. After completing the questionnaire, the Wizard automatically generates a fully fledged, crisp contract in Word-format. The user does not need to know anything about word processors. Also, the user does not need to review the end-result for inconsistencies or third party names (i.e. copy-paste or search-replace errors). Contract aspects such as for example font, clause numbering and cross-referencing to annexes or other clauses are dealt with by the Wizard automatically.

        No training required. The customers will receive an introduction to understand how the Weagree Wizard works and to learn about the features of the Wizard. Weagree provides helpdesk support for technical complications.

    • Flexibility

      • Modular setup. Because of the modular setup of the Weagree Wizard, its flexibility is immense. Just one example is the Q&A-function. Each contract template can be fine-tuned (by the administrator) by inserting default values or by providing several optional answers to questions and by giving explanatory guidance notes. The default answers or mainstream optional answers minimize the Q&A processing time.
        Another example of flexibility is the possibility to insert all kinds of building blocks. In such case, the Wizard would morph building blocks unrelated to the contract into their new context (e.g. "Licensor" is automatically ‘redefined' as "Seller" in the context of a sales agreement with a license component). The Wizard automatically makes the adjustments to the party references. A third example is the possibility for authorised users to insert their own contract provisions (and the clauses would be numbered automatically).

        Distinguishing users. The flexibility of the Wizard is also visible in the possibility to distinguish different types of users and their authorisation rights. This is manifest both in the workflow functionality and in the Q&A-functionality. In the workflow functionality, a distinction can be made between senior management, (junior and senior) in-house counsel and business line managers (allowing up to 100 classifications). The distinction is so powerful because it enables a company to grant each employee rights and authorisations according to responsibility. In the Q&A-functionality, the distinction between lawyers and authorized business managers enables a company to allow or limit the number and kind of questions raised.

        Flexibility regarding contract contents. While assembling a document, authorised users can insert additional building blocks from the database or even their own contract language. This database can easily be modified and expanded with the customer's own best practice documents and contract building blocks.

        Flexibility regarding contract presentation. The Weagree Wizard permits full customization of the contract format: in a few mouse-clicks, the user can change a European ‘look & feel' of the contract into a US-style contract presentation. The characteristic segmentation of contract parties in European style contracts can be changed by one click of a button into the somewhat compressed US style of printing contracts. This applies of course also to the typical Common Law wording such as "in witness whereof" or funny phrases like "in consideration of the making of the loan, and the covenants, agreements and warranties in this Agreement, the receipt and sufficiency of which is hereby acknowledged". They can be changed by the click of a button.

    • A powerful workflow functionality

      • What is a workflow? In short, it formalises day-to-day procedures and provides progress monitoring capabilities. It is an automated overview of things-to-do. A workflow keeps track of all kinds of procedures within a company and it processes the related actions of employees in a pre-defined manner. As part of such procedures, business activities requiring a contractual basis are automatically passed on to the legal counsel or submitted for legal approval. Accordingly, a workflow also provides realtime insight in the activities of operational units, including their compliance with corporate contracting requirements. The workflow of the Weagree Wizard enables senior management (i) to monitor business transactions by supervising the contract cycle and (ii) to improve compliance by introducing contract approval rights.

        The workflow also enables senior management to assess and compare the efficiency of the company's business units and individual employees. Any bottlenecks are detected timely. Similarly, the workflow enables productivity measurement of legal counsel and their internal ‘customers'. By making the actual processes visible, the analysis of each business unit's or individual person's performance becomes more accurate.

        Typical actions in relation to a workflow include:

        • initiating a business activity (i.e. requiring a contract drafted in the Weagree Wizard, by a business line manager)
        • review and approval of the assembled contract by the legal counsel (with automatic release of the document to the manager)
        • if desired, further approval by or reporting to senior management

        The workflow of the Weagree Wizard covers these actions. In addition, the span of this initial workflow can be extended beyond the creation of a first draft contract. Also, 'initiating a business activity' may take many forms, such as requests to senior management for making an investment or starting a project (or, vice versa, an 'instruction' by senior management to business line managers). Furthermore, the approvals can be followed by post-transaction notifications. The Weagree Wizard can be customised such that the entire lifecycle of a contract is captured and the relevant contract information is forwarded separately to a document management system. (The metadata from the questionnaire can be transferred automatically to the contract management system together with the generated document).

        For more information on workflows, see also in this FAQ-section under I. How does the Weagree Wizard work? and under III. Value proposition (why do we need the Weagree Wizard?).

    • Other document assembly programs (distinguishing from our competitors)

      • The Weagree Wizard is not the only contract assembly program on the market. What distinguishes Weagree from competitors is the highly user-friendly interface: the application looks simple (and is indeed easy to use for both lawyers and business people). This applies to all aspects of the application (both for the creation of a contract and for tweaking the underlying contract templates and Q&A-options). The Weagree Wizard is the only contract assembly application that contains a ready-to-go set of professional contract templates (and you are free to add, amend and delete these templates as you deem fit your own business).

        High quality templates included. In contrast with most competitors, various templates are already included in the Weagree Wizard. This makes it easy to re-use components for your own templates or even to amend templates provided by Weagree. You may copy things you like from the existing templates to those created by yourself. In many respects it means that you don't have to invent the wheel again or possess much insight in software technology. This difference can easily be explained: our competitors mainly target law firms, rather than large companies (and... can you imagine one law firm being willing to use contracts developed by another?).

        Templates can be added and amended. Some of our competitors have a background as a knowledge provider: they provide either a cheap but complex computer application with very expensive content (which you may or may not modify), or they provide their own content without any possibility to add your own model contracts (with company or industry specific particularities).

        Web-based application. Online availability of a computer program is one of the most recent trends in the software industry. The effect is that you save considerably on software maintenance costs. The online availability implies that the competitive advantage of long standing contract assembly programs is reduced: a web-based application requires state-of-the-art technology (making old software technology largely redundant, at least in the long run).

        Database-based. Several of our competitors provide ‘automated contracts' in the form of a Word-document out of which redundant texts and clauses will be deleted and which requests information on a per contract basis. This is probably the oldest available technology and far from flexible in an ongoing practice: Word-documents are difficult to amend, widespread through the users' organisation and labour-intensive. The Weagree Wizard is built on a powerful and widely accepted database, allowing centralised management of templates and model contracts, and re-use of various building blocks and contract clauses (e.g. party identification blocks, notices, confidentiality, dispute resolution and miscellaneous clauses) in all your contracts.

        Unique software. Many of our competitors have built their document assembly applications from scratch. This implies the risk of ‘teething'-problems, notably in the foundations of the application. The Weagree Wizard is built around a powerful enterprise software suite: many additional features are therefore available and the foundations have been proven to be solid.

  • III. Value proposition - Your business case

    • Business facilitation

      • The Weagree Wizard accelerates the creation of a first draft contract. The availability of the first draft may be reduced from three or more weeks to one day only. Many business managers will confirm that the response time of their legal department is not particularly short. E-mails with a request for a simple but not entirely standard contract may easily remain unattended for three or even more weeks. Three aspects of the Wizard may change this metaphor completely:

        1. The workflow functionality enables an efficient delegation of work: business managers can insert the party details (and such details appear on the right places in the contract), whilst in-house counsel can do the legal part.
        2. The flexibility to insert building blocks, needed in the relevant context but atypical for the contract template, avoids that a legal counsel first needs to consult colleagues for the right contract model to start from.
        3. The fact that by definition no cut-and-paste or search-replace errors can be made takes away the necessity to review the contract for phrases or names used in another transaction.

        Shortened transaction time. Expediting the drafting process implies that many frustrations are taken away. More importantly, it also means that transactions can be closed faster. If the first draft contract is of a high drafting quality, the finalisation of a contract will likely reduce the mark-up cycles by one or two. This reduction comes on top of the decrease of the legal department's response time. Such reductions potentially represent additional business.

        The Weagree Wizard does not require a contracting-process redesign or change management. Nevertheless, it improves a legal department's response time and legal performance levels.

    • Time saving (reducing drafting time)

      • The Weagree Wizard drastically reduces the effective contract drafting time. The Wizard automates routine work. Standardized templates and pre-defined questionnaires permit the delegation of preparing a first draft contract to business line managers or junior lawyers: if desired, authorised lawyers still need to approve the release of the resulting contract. Saving time increases productivity, relieves budget pressure and saved time can be allocated to high value business interests. The effective time required to prepare a first draft contract can be reduced from 2 to 3 hours to only 10 minutes. If you can re-use a previously made contract, the drafting time can even be reduced to 1 or 2 minutes only.

        Reductions of up to 90 percent. Reports claim that document automation reduce the effective contract drafting time by 90 percent. This is probably true where the involvement of legal counsel is minimised or excluded: for the contracts based on an approved template. This is the case for 'routine contracts'. Time reduction also applies to contracts requiring the pulling together of two or three contracts, where most of the drafting time consists of collecting and inserting party details in various clauses, matching defined terms used in the merged parts, transposing the related definitions as well, and taking out negotiated, compromised provisions. Furthermore, if thanks to contract assembly know how is re-used intelligently, much off-scratch drafting can be avoided. All of this is true for the Weagree Wizard.

        Examples of 'routine contracts' are: powers of attorney, corporate resolutions (or board minutes), intra-company agreements, employment contracts, sales contracts, distribution or agency agreements, corporate loan agreements, basic licenses, deeds of assignment, confidentiality agreements. Once you start off successfully, also non-routine contracts will prove the time-reducing power of the Wizard.

        Saving on expenses for law firms and interim lawyers. The suggested time saving does not only imply a possibility not to fulfill a vacancy in the legal department staff (if this would be an option at all), it more clearly reduces the need to enage external advisors such as law firms or interim (freelance) legal counsel.

        Financial impact. It is very well be possible to calculate the value aspect of ‘time saving': collect information about time spent within the legal department on various aspects of the legal function and reduce this according to the above proposition.

    • Quality improvement

      • General quality improvement. The central availability of model contracts and individual model clauses in the Weagree Wizard contributes to a higher quality of all contracts created by a legal department. The Weagree Wizard makes contracts and contract building blocks created by a legal counsel (and approved by the best practices group) available in a structured and accessible manner. Such availability provides for continuity of know how within the legal department and prevents that relatively standard type of contract provisions are drafted off scratch each time they are needed.

        Pre-approved text alternatives. The sophisticated Q&A-function in the Weagree Wizard allows users to avoid difficult one-size-fits-all choices. The Wizard enables the inclusion in templates of alternative options to suit transaction-specific or business-unit-specific situations. LIkewise, model contracts do not need to reflect only one or two of the most frequently required options, but may also include wording for less regular type of transactions. (Also, Q&A-questions may be layered to handle many alternatives.) If a legal system imposes specific requirements as regards the wording of a contract provision in order to be effective, the relevant alternatives can be included in the template (compare, for example, a 'penalty' clause under European legal systems with the 'liquidated damages' equivalent of the common law).

        Incentive to make models. The Weagree Wizard catalyzes the development and maintenance of model contracts and best practice documents. The more contracts are processed through the Weagree Wizard (and its workflow), the more accessible and useful the Wizard will be for a legal department. If the Wizard's great advantages are recognised, legal counsel have a common interest to improve its success.

        One company, one house style. The document formatting functionality in the Weagree Wizard facilitates a consistent house style.

    • Compliance enhancement (risk management)

      • Compliance encouraged because of improved performance levels. By accelerating both the contract drafting time and the contracting cycle, business units will be inclined to adhere to legal compliance requirements for doing business. Often, contracting processes encountering delays because of lack of responsiveness of the legal department. Weagree's document automation solution will largely 'debottleneck' a legal department's (non-) performance once mainstream contracting and significant parts of the contract routine work are automated.

        Compliance related to quality-improvement. Creating transparency of the contracting process by introducing contract templates, a tailored Q&A-function and a complete workflow functionality enhances consistency and reduces risks of non-compliance.

        Avoiding risk of human errors. The Weagree Wizard takes away the risk of human errors resulting from copy-paste practices or ‘search-replace contract drafting'.

    • The workflow functionality

      • Workflow and management control. The workflow functionality in the Weagree Wizard supports contract approval structures: routine contracting can be delegated to the business organisation (whilst contracts remain subject to prior approval by legal counsel). Also, the workflow enables a general counsel (and other senior managers) to monitor transactions and compliance with internal contracting requirements, and even to evaluate the performance of business units and individual employees.

        Insight in performance and inefficiencies. With a workflow, senior management gets an actual insight in the organisational efforts and productivity of operational units of the organisation. This includes the performance of the legal department and individual legal counsel. On the basis of this insight more effective guidance for improvement can be given. The workflow in the Weagree Wizard also enhances the comparability of performance by business units or by individual employees. Because ‘cause' and ‘effect' can be analysed and linked adequately, bottlenecks can be dealt with effectively.

        Transparency and risk management. A workflow makes the activities of business units and individual legal counsel transparent. When the company's contracting activities become visible, a lack of a contracting discipline can be remedied and the company's risk management improves. The workflow fosters compliance with corporate (contracting) requirements: in order to improve performance recognition, employees are encouraged to put their commercial transactions into writing. Similarly, to which extent individual business line managers or staff departments are ‘in control' of their processes can be better evaluated on the basis of the Wizard's workflow data. (The more contracts will be led through a workflow or the Weagree Wizard, the more transparent a business unit's or legal department's workload or activity will be.)

        Periodic reporting. Legal counsel would not need to report periodically on their work anymore: the workload should largely be visible in the workflow. Equally well, such periodic reporting can be reduced to meaningful explanations of other activities. Further, the reports can be contrasted with information generated by the workflow. Finally, the workflow data enable adequate compliance audits.

        Structuring contracting processes. The workflow in the Wizard enables a general counsel to formalise contracting processes and enables senior management to divide transactions in stages, each of which may require separate approvals or the involvement of different persons. Furthermore, simple, routine contracting processes can be handled efficiently when they are automated.

        Staying in control of contractual obligations. The Weagree Wizard's workflow is a natural way to collect your contracts and contract data on a secure, centralized portal. Obviously, the Wizard is not a contract management system, but still a powerful software application to control the contract cycle. Because contracting processes are fully automated.

        Controlling the contract cycle. The span of the typical Weagree workflow can be extended beyond the creation of a first draft contract. In fact, this is a core feature of the software on which the Weagree Wizard is built. Such extension of the workflow can cover contract-preceding approval rights (e.g. for making an investment or starting a project) and be followed by final internal approvals or even by post-transaction notifications. Accordingly, the entire contract cycle can be supervised and evaluated based on hard figures.

  • IV. Implementation

    • Setting up a customer-dedicated server configuration

      • The implementation of the Weagree Wizard starts with the configuration of a server environment. Customers may opt for various configurations. In all configurations, the contract templates and data of the customer are exclusively accessible by users authorised under the license of that customer. Accordingly, data inserted by users are shielded from third parties (and, depending on the workflow setup and any customisation of the database structure, even shielded from other users).

        Each configuration can be adjusted to the customer's individual needs and desires. Key determinant for choosing one configuration or another is the web- or server-hosting of the Wizard:

        1. Virtual server. The default configuration for the Weagree Wizard would be a virtual server. This means that on the same hardware, several virtual servers may be operative. In this setup, the contract templates (and building blocks) as well as the Weagree Wizard software are installed within the boundaries of the virtual server environment. The virtual server is accessible by (the users of) the relevant customer only. The hosting of the Weagree Wizard, the database server, as well as all software maintenance work, will be taken care of by Weagree.

        2. Dedicated server. If the number of licensed users increases or if the customer anyhow desires a better hardware performance, a dedicated server would be appropriate. In such case, a physical server will be configured exclusively for the customer's authorised users. In this setup, several software maintenance scenarios can be discussed. Scenarios may vary from Weagree taking care of setting up the entire hardware and software configuration, to installing the Weagree Wizard on a server delivered by the customer. Maintenance costs will be relatively low and either against a fixed annual fee or on a time & materials basis.

        For questions about the security and password-accessibility of the Weagree Wizard, see "Security" in this FAQ-section (under this item IV. Implementation).

    • Security

      • The security of the server environment in which the Weagree Wizard operates is of utmost importance to us.

        Communication protocol. The server of the Weagree Wizard will communicate with the users by means of data encryption. For this purpose, by default, the HTTPS-protocol will be used: both on server and local client side, data will be encrypted and decrypted according to the SSL-encryption standard.

        If the customer desires a higher standard of security for communication with the server on which the Weagree Wizard operates, the configuration can be customised as desired. For example, access to the Wizard could be restricted by requiring that users enter a password together with a key-number generated by a token.

        Access control. Also the access to data of our customers and individual users are our concern. Access rights are identified and assigned by virtue of an active directory. If the server configuration is a virtual server or dedicated server hosted by Weagree, the active directory would in principle be handled within the server environment of Weagree or may, depending on the authentication protocols and policies adopted by the customer, be tuned to that of the customer. The most convenient setup (or customer-required user authentication protocol) to establish the identity of a user (and hence to allow or refuse access to data and model contracts) can be customised to the customer's own requirements.

        Firewall, virusscan software and spam filters. The Weagree Wizard will operate in a state-of-the-art environment: this means that the servers will be equiped with the most recent versions of market conform firewall, anti-virus software and spam filters. The specifications can be discussed and the desired standard of protection be upgraded as the customer may desire.

    • Implementing a workflow

      • Part of implementing the Weagree Wizard would be the creation of the workflow.

        Creating a workflow. Creating a workflow means that a company's organisation and selected procedures or actions will be mapped out. The organisation will be classified in business units, identifying all relevant functions and their interrelationships. In connection with this, contracts that may be drafted by members of a class, as well as the related approval rights, need to be determined.

        Classification of the organisation. For the Weagree Wizard a classification of business groups, business units, staff departments and the legal department needs to be made. The company should identify the persons who will be authorised to start drafting a contract (e.g. decide what type of contract is required, insert the main party details and make some high level business choices), who will need to approve the contract (e.g. the responsible legal counsel who will then also fine-tune the draft and release the Word-document) and who will be authorised to supervise these activities. Of course, Weagree will provide support in classifying a company's organisation in a sensible manner.

        Classification of your contracts. In relation to the classification of the organisation, the contract templates to be passed through the workflow need to be determined, and the required approvals for such contracts be established. Weagree advises and supports both on the establishment of contract approval requirements and on the making available of contract templates to business line managers and support staff.

        For more information on the workflow, see in this FAQ-section under II. Characteristics of the Weagree Wizard and under III. Value proposition (why do we need the Weagree Wizard?).

    • Implementing model contracts

      • A final part of setting up the Weagree Wizard is the implementation of the customer's own model contracts (or the modification of the Weagree templates according to the specific needs and desires of the customer). The customer appointed administrator will receive training to learn all the ins and outs of the Weagree Wizard. After the training, an administrator should be able to implement the customer's own model contracts by creating templates, building blocks, together with all related Q&A-elements such as default answers, optional answers and explanations.

        Weagree offers administration services for implementing model contracts and setting up customised contract templates and questionnaires.

  • V. Other drafting services

    • Upgrading model contracts

      • An important aspect of accelerated contract drafting is effective standardization. Standardization is a matter of developing or upgrading (building blocks of) model contracts and making smart choices in providing for options. Upgrading model contracts has two aspects: first, it is quality step-up into best practice contracting. Second, upgrading your contracts entails a process of further improvement. Weagree has broad experience with both.

        Drafting excellence. Weagree upgrades model contracts in accordance with clear and consistent best practice drafting principles. The drafting principles can be found here. Weagree can assemble new model contracts out of sets of negotiated transaction precedents, and scrutinize and mark up existing models and precedents. In co-operation with the customer, we will address all company and industry-specific matters.

        A two-step approach. Of course, fundamental policy choices on model contracts can be concentrated in one or two plenary review session. However, the result may well be too rigid for day-to-day practice. You might prefer to prioritise pragmatically: first address the truly important aspects of your model contracts and then fine-tune the discussions. Weagree may assist you with a first upgrade. We recognize that model contracts are subject to differing (but valid) opinions of the lawyers involved. Weagree does not interfere in differing opinions (although we may challenge them to achieve an optimal result). This two-step approach towards ongoing review may be helpful for many companies.

        Upgrading advice. Ideally, upgrading model contracts and model clauses is a more fundamental and an ongoing process. Weagree can advise customers how they can set up upgrading processes and manage this effectively, and how pitfalls of such process can be avoided. Also, Weagree provides the related contract drafting services. For more information about upgrading model contracts see item 'Ten steps to a successful upgrade of your model contracts'.

        High quality templates included. The Weagree Wizard contains a library of precedents that can contribute to customers own best practice documents.

    • Drafting courses

      • Effective contracts. Being able to draft effective contracts is a valuable skill. An effective contract serves the (business) purposes behind it and addresses only those subjects that matter. Clear and precise contract language and consistency are important to prevent misinterpretation or disputes.

        Courses. Weagree offers in-company courses for junior and senior legal counsel. The courses can be designed to suit the particular needs of the customer. They may address general principles of contract drafting, best contract drafting practices and the do's and don'ts in international style contract drafting. Also, courses may be individualised, focusing on contracts prepared by the individual participants and accordingly address their individual needs.

  • Ten steps to a successful upgrade of your model contracts

    • Introduction

      • In order to maximise the benefits from the Weagree Wizard, it is helpful to analyse the normal contracting processes and the desirable transaction cycle. With the analysis, the internal contract approval requirements can be customised, an adequate selection can be made of the automated model contracts and of their availability, the workflow-monitoring by senior management can be optimised, as well as the effectiveness of implementing the Wizard. Undertaking these steps in a structured manner will save your company a lot of time and vouch for a success of the Weagree Wizard.

        In large legal organisations, the above analysis and the upgrading of model contracts should likely be undertaken by best practice groups. It is crucial for the progress and success of upgrading contracts that the general counsel, and preferably also the executive management of the company, expressly support the work of the best practice group. They should be explicit and suit the action to the word (actions speak louder than words). Efforts by best practice members should be rewarded amply within the entire organisation.

    • Step 1: selection of contracts and scope of contract automation

      • A legal department should of course decide which type of contracts will be processed through the Weagree Wizard. Those contracts may likely require an ‘upgrade' (or quality review). The selection of the contracts that will be upgraded is largely coupled with the decision which sub-set of the selection will be made available to business line managers and staff (see step 9 below). Whilst broadly identifying the various categories of users (e.g. in-house counsel and business line managers), the selection of the contracts to be upgraded may be expanded.

        As a first step, the ordinary course contracts would be included in the Wizard: these are all the contracts negotiated on a regular basis by the company's relevant businesses or departments. Typically, the selection of contracts would cover the sales-side contracts (i.e. sales agreements, service contracts or licenses), the purchase-side contracts (i.e. purchasing contracts, warehousing, transportation, waste treatment and large procurement contracts), contracts related to intellectual property (incl. confidentiality agreements) and M&A-related documents. Also corporate housekeeping (i.e. resolutions and powers of attorney) can be managed through the Wizard.

        The selection of contracts should not distinguish for different levels of complexity or types of underlying product or services. Only if the complexity or nature of products or services demands a significantly different contractual approach, adjusting the selection would be appropriate. For example, a purchaser-friendly contract does imply significant other contractual devices as opposed to seller-friendly sales contract. However, the distinction for the complexity of a transaction or the nature of the contracted products or services should be made by the end-user (as part of the Q&A): such distinction would rather result in contract clauses not being included (or the inclusion of mere high level principles) than in completely different building blocks. In making the selection, the identification of required building blocks should be leading.

    • Step 2: establishing a best practice group

      • The best practice working group will manage the entire process of upgrading model contracts, implementing the Weagree Wizard and further developing the quality of the model contracts and model clauses. In order to be effective and efficient, the best practice group (or groups) should be composed of:

        (a) legal experts representing the legal cultures relevant for the company (e.g. common law, civil law, Arabic tradition) and important other jurisdictions (e.g. China, Brazil). The legal expert should not only have a good knowledge of the law, but also know what matters in the business. It may well be that the team of legal experts consists of different personalities: flexible and pragmatic persons as well as precise and formalistic individuals.
        (b) a contract drafter, someone who is able to draft crisp contracts (note that legal experts are not necessarily excellent draftspersons). Contract drafting, or reviewing and marking up draft model contracts, is a service offered by Weagree.
        (c) a contract template developer, someone who should have a basic understanding of and intuition for computers and computer programs (i.e. the future administrator of the Weagree Wizard). This is a function that Weagree can fulfil for you.
        (d) a project manager who will monitor progress, coordinate meetings and is able to address disagreements. The project manager may well be someone from outside the legal department. Also, the required sense of urgency for developing and upgrading the model contracts is promulgated by the head of the legal department, in order for the project manager to be effective.

        Of course, the above functions may well be combined in one or a few persons. Altogether, the composition of the working group should reflect the main businesses and geographic presence of the company. The level of seniority should be such that the end-result can be supported by the entire legal department.

        Furthermore, the working group have should have access to expertise in other corporate disciplines such as taxation, treasury, IP-departments, regulatory departments and business-specific expertise. Normally, it would not be desirable to have those disciplines represented in the best practice groups (although practice may prove that the contrary works better).

    • Step 3: collecting and stripping the ‘model’ contracts and ‘precedents’

      • The project manager, explicitly supported by the general counsel, should collect the existing 'model' contracts, 'templates' and 'precedents' from amongst all in-house lawyers. This collection of models should include the sets of general terms and conditions used by the company's businesses. If only a limited set of model contracts is selected, the best practice group should make sure that also any contracts of the same kind are collected. Further, individual contract clauses can be submitted. Depending on the type of contract (and the way they are used by the business) important negotiated agreements may prove to be helpful as well.

        Once everyone's ‘templates' and ‘model contracts' have been collected, they all need to be stripped: the various building blocks within each contract should be brought together in separate collection documents and be arranged subject-by-subject. Text formatting (e.g. font, alignment, line and paragraph spacing, automatic cross references) should be removed in order to improve the visual comparability of the collected clauses. During this stage, the modular character of contracts becomes visible. Stripping the ‘model' contracts and precedents could probably be done by only one or two persons (e.g. paralegals). One of them could be the anticipated contract drafter (who should otherwise supervise the contract stripping process).

        You will see that the stripped clauses and defined terms (‘definitions') may be classified as follows:

        (a) contract clauses and definitions appearing in many contracts, notably the miscellaneous provisions (i.e. applicable law, dispute resolution, notices, confidentiality, term and termination).
        (b) several normally-unrelated contracts contain the same clauses (e.g. forecasting, ordering, pricing, VAT and payment term, product acceptance procedures, force majeure, regulatory compliance, warranties, limitation of liability).
        (c) there are relatively little contract-type-specific clauses (e.g. sale, license, provision of services).
        (d) only a few contracts are almost entirely composed of contract-type-specific clauses (e.g. confidentiality agreements, powers of attorney, corporate resolutions).

        It is probably most efficient to upgrade (and discuss) the contract clauses subject-by-subject (as opposed to contract-by-contract, as you might intuitively do). The arrangement and allocation over the collection documents should therefore reflect the above 'classification'.

        Thus reducing the entire work to manageable bits and pieces will greatly improve the efficiency and effectiveness of the decision-making process by the best practice group. For instance, if the first contract to upgrade would be a sales contract, one would probably catch 80 percent of all disagreeable issues in one single document. The best practice group would face too many issues, will probably start compromising in order to achieve a result and find itself dispirited when a subsequent model contract is tabled. Contract upgrading projects should be subdivided in small sub-projects and therefore be reduced to manageable sets of contract-clauses.

    • Step 4: prioritising the model contracts

      • Once the contract building blocks, definitions and contract clauses are collected in a document, it is time to prioritise the model contracts. The best practice group needs to decide which building blocks, definitions and contract clauses it will address first. In prioritising, several matters may be considered.

        Documents the automation of which result in the highest added value should get priority over other documents. This suggests the following prioritisation: high volume documents first, followed by high profit margin documents. Also, the best practice group may need to warm up a bit or seek its most efficient yet effective way of working. In order to create a good spirit, it may be desirable to aim at a quick success (and therefore the first milestone should be ‘small').

        A nice starter would be the set of miscellaneous provisions. These provisions are often the most neglected part in a contract, which suggests an easy success. A distinction might be made between the true miscellaneous provisions (e.g. assignment, amendments, waivers, entire agreement) and the larger miscellaneous provisions (e.g. term and termination). In parallel, efforts can be made to upgrade one of the class (d) contracts (e.g. the model confidentiality agreement or power of attorney). By prioritising like this, two goals are met: first, a convenient way of working is established and the performance of the individual best practice group members can be assessed smoothly. Also, the contracts in relation to which the greatest value increase would be achieved are addressed first.

    • Step 5: establishing the procedure and setting the agenda

      • The first five steps are largely preparatory work. Especially in case of large legal departments, it is important to establish an efficient and effective way of working. The best practice group should determine how and how often it will discuss the milestones. Depending on the multinational character of the company (or rather the international spread of its in-house counsel), the discussions are concentrated in physical meetings or conference calls (or a combination of both).

        The best practice group needs to establish an agenda: the milestones, as well as the dates on which conference calls or meetings will be held to discuss them. The milestones would consist of both the preliminary results and the proposed end-results for the various sets of model building blocks.

        An appropriate way of structuring the work is again to allocate the work to sub-groups of the best practice group. Each sub-group consists of legal experts. The contract drafter of the best practice group (or the project manager, if he or she is a lawyer - see step 2) should participate in all sub-group meetings. The sub-groups should discuss what the contract drafter prepared and address points for improvement. With the input of the legal experts in the sub-group (ideally in the form of a mark-up), the texts will be further upgraded. The result will be submitted to the rest of the best practice group for their review.

        During a plenary meeting or conference call, the sub-groups report their findings. The best practice group should decide on open issues, convey general comments and share observations relevant for the other sub-groups. The contract drafter (or the project manager) should be keen that matters affecting consistency of the deliverables of sub-groups are all addressed and decided upon.

        If no further changes would be required on the basis of the plenary discussions, the individual members should review the work delivered by the sub-groups (in which they did not participate). The aim of these reviews should be to improve the milestone deliverables, not to introduce new elements. Likewise, the end-result will be scrutinised by all members and a broader support is created.

    • Step 6: preparing handsome proposals for discussion

      • After establishing the procedures and setting the agenda the contract drafter (or a paralegal) should further split the subject-by-subject collection documents into individual clauses and extract proposals for the best practice clauses out of that. The second step would be for the contract drafter to improve (i.e. to ‘upgrade') the contract clauses and to identify points for initial discussion. After that, the sub-groups of the best practice group will kick off their work.

        You may find it helpful to bring the clauses together in Word-tables (each clause to fill one row), with the anticipated end-result contract clause in the first row (using a different font size or bold print). The issues somewhat arbitrarily included in the end-result should be highlighted. Similarly, subject matters, which are not taken over from the precedents a little arbitrarily as well, should also be highlighted in the rows underneath. Accordingly, the discussions can be structured efficiently: the mainstream proposed text is clear; words and phrases for discussion are identified both in the proposed text and in the text that did not reach the end-result and altogether surveyable documents are produced. By structuring the 'model' clauses and proposed texts in this way, the contract drafter ascertains that in the end-result, all relevant and less relevant subject matters will have been considered.

        Whilst drafting or reviewing the preliminary results, question-triggering parts (during the Wizard's Q&A) should be put between square brackets. This may apply to entire contract clauses, sentences, phrases or values (i.e. dates, text and amounts). For more complicated Q&A-elements (e.g. the availability of an option depends on the answer to another question) the drafter might prefer to insert footnotes explaining the inter-dependency. Later on, the marked text can be further prioritised in the context of the template questionnaire for the Weagree Wizard.

        The contract drafter should deliver to the best practice sub-group both the document with ‘tabled contract clauses' and a compilation document containing the proposed first draft.

    • Step 7: discussing and establishing the model building blocks

      • As described in Step 5, the sub-group should review the contract drafter's proposal, identify issues for decision-making by the best practice group, provide feedback to the contract drafter who will combine everything into a final proposal. The same applies mutatis mutandis for any further review by other best practice members. A pitfall at this stage would be that an individual member of the best practice group ignores (part of) the contract drafter's work and starts reviewing on the basis of his (or her) personal ‘model' contract. In such case, the project manager must interfere.

        The contract drafter (supported by the project manager) should prevent that various drafting styles are introduced during the discussions in the sub-groups and best practice groups. This may be achieved by referring to best practice rules suggested in a contract drafting manual and by creating summary drafting guidelines that should be respected by all in-house counsel. A best practice group should not light-heartedly compromise on the drafting quality.

        As part of the discussions on the model building blocks, the permitted contract variables, main optional answers and default answers should be agreed as well. The best practice group (or the sub-group responsible for preparing the main initial draft building blocks) should formulate them together with the text of the Q&A questions and explanatory notes.
             Where a contract phrase is supposedly filled in only on a case-by-case basis, the best practice group may provide for the most common optional answers. For example, the ‘Purpose' as is often defined in the context of a non-disclosure agreement may take different forms depending on the context of the NDA; however, the best practice group may well provide for basic text phrases covering contexts such as R&D-related disclosures, M&A-related due diligence, product assessments or discussions in anticipation of a commercial relationship.

        Eventually, the best practice group will formally approve the final text of the model building blocks (and hence of the model contracts based on those building blocks). The best support for actually using the Weagree Wizard is achieved when the model building blocks and model contracts are the result of comprehensive review and consensus amongst the members of the best practice group. The approved text may be made subject to a final review by the contract drafter for consistency and to dot the i's and cross the t's.

    • Step 8: determining the company’s contract house style

      • Professionalizing a company's contracting practice means that all contracts should have the same ‘look & feel'. A distinction may be made for local law requirements, as well as between US-styled contracts vs. a European style.

        The best practice group should determine which typographic characteristics will constitute the company's future contracting house style. The main typographic elements upon which a decision should be made are: font, font size, line spacing, paragraph alignment, indentation, white spaces between paragraphs, numbering style, document margins and cover page layout.

        Other aspects of the contracting house style are the content and structure of the headers and footers, as well as the various phrases used throughout the contract. Will the company initiate the signature by the old-fashioned words ‘In witness whereof' (which are completely out of context in contracts governed by a non common law jurisdiction)? Will the words of agreement ‘Now therefore, the Parties agree as follows' be extended to confirm that there is (common law required) ‘consideration'? Finally, the best practice group may wish to establish a policy on the use of cover pages, tables of contents and captions. (A caption is the lead-in of a contract clause and consists of only a few summary words (often underlined.) If captions are used, they should be drafted as part of the deliverables and be presented in a uniform manner.

        For the indentation, paper size, document margins and the presentation of the party blocks and preamble distinguishing between ‘US-contracts' and ‘European contracts' is appropriate. Nevertheless, the company should preferably apply both styles consistently.

        The best practice group should establish guidelines for the contracting house style. The Weagree Wizard allows the user to adjust all these preferred settings.

    • Step 9: identifying approval requirements and business access

      • Making the Wizard available to business line managers and others within the organisation implies that also a workflow would be introduced. In such case, a company may need to establish contract approval rules as well. Such rules would require that an approval (by legal counsel) is given before entering into contracts, except if the contract is entirely based on pre-approved templates (i.e. those made available in the Wizard).

        In connection with the establishment of contract approval rules, a company should categorise the various company-internal types of clients and determine which authorisations may be attributed to individuals within the categories. Categories are for example: sales department, purchasing/sourcing department, IP-department, manufacturing and planning. Also within the legal department, distinctions can be made between junior lawyers (being granted a limited freedom to modify the contracts in the Wizard) and senior lawyers (who will have the opportunity to modify all elements of the contract, but may also opt for a high level review).

        Each category of users will get authorisation to access its own set of contract templates and each user category will have its own contract approvers. Normally, the contract approvers would be the legal counsel. However, each company may create its own approval structure (i.e. providing for multiple approvers or approvers for subsequent stages of the contract). A workflow of approvers should anyhow be tailored for each customer's needs.

        The workflow functionality of the Weagree Wizard is extremely powerful. It can be customised to a very high extent. Such customisation may include that transactions are initiated and assigned to particular business managers even before the other party is contacted or any contract information is available. The workflow (and internal notification function) may extend far beyond the first draft contract, to also cover post-transaction period.

    • Step 10: automating the documents and implementing the workflow

      • Once the questions (and explanations and default answers) for the questionnaire have been formulated in connection with the model building blocks, it is time to insert it all into the Weagree Wizard. This is a job for the administrator who has access to Weagree's template creation tool. Also Weagree offers such administrator services.

        The Wizard can be filled with your company's database with details of all group companies, as part of the implementation but also by regular patches. Further, subject to personal data protection legislation, information about other companies and contact persons can be uploaded to further accelerate the creation of contracts.

        The Weagree Wizard can be interfaced with your company's document management systems. The interface will be customised such that also data entered during the questionnaire (e.g. contract type, duration, price revision deadlines) are transferred together with a generated contract.