We approached the development of our AI by breaking down the legal research process into steps, mimicking how the best attorneys would tackle a problem.

We help law firms automate lower-end work to avoid operating at a loss while pursuing larger deals, like mergers and acquisitions.

Harvey's approach to product development involves expanding specialized capabilities and then integrating them into unified workflows, focusing on complex tasks like international mergers to create a defensible position in legal AI.

The launch of Co-Counsel led to overwhelming demand, with our servers going down and an inability to hire support and sales staff quickly enough, which is a sign of real product-market fit. We built an AI Legal Assistant that acts like a new member of the law firm, capable of reading millions of documents and summarizing findings, which significantly extends the workforce of law firms.

Instead of interviewing customers to identify their problems, we had to build a product based on our assumptions and then iterate based on their feedback, which was often critical.

Our initial idea was to create a suite of applications for law firms, but we pivoted to a marketing application for all businesses.

We initially focused on large law firms, but learned that not all firms are ready to adopt new technology quickly, leading us to pivot towards smaller firms that found significant value in AI.

Our design process is deliberate, starting with imaginative exploration, followed by validation and concept development, leading to product launch and iteration.

Our product development strategy focuses on meeting a high standard of quality before releasing features. This deliberate approach helps us avoid the pitfalls of chasing vanity metrics and ensures that our customers are treated as design partners.