Since our inception we have created a buzz in the industry. We have been profiled by every major business publication, and universities such as ANU, RMIT, Macquarie and INSEAD have profiled us as a case study on disruption.
Here is some of the commentary on us.
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7 July 2017
The invasion of robots into factories and offices has long been seen as final blow for workforces ravaged by cheap offshore labour and the never...
9 March 2017
A former senior partner at Hall & Wilcox has departed his role to take on a leadership position at a one-stop shop for entrepreneurs. The...
16 December 2015
The days of shelling out $350 to $1000 an hour for a lawyer – plus $1 for every page photocopied by their minimum-wage-earning admin assistant – may...
25 August 2015
Andrew Mellett was determined to rip up the rule book when he started his law firm Plexus, as much to offer work-life balance to his...
17 July 2015
In the US, a builder can use a computer program to get feedback on the relevant regulations, without involving a lawyer or the local council....
20 May 2015
The legal department partners with providers piloting new methods including software-based legal delivery.
4 September 2014
Plexus, a NewLaw law firm based in Australia, has just released a new legal product that purports to apply artificial intelligence to a relatively common,...
25 August 2014
For our part, and for the purposes of identifying the firms and companies that qualified under this name, we defined NewLaw as:
30 June 2014
Conventional wisdom has suggested risks are two-dimensional, in other words, risks should be prioritised based on their impact and probability. However, there needs to be a third dimension.
20 June 2014
INNOVATIVE east coast firm Plexus has unveiled what it says is the nation’s first commercial use of artificial intelligence to provide legal services. In the...
12 May 2014
It was noted that for the first time in Australia large firms are encountering competition from brands such AdventBalance, Bespoke and Plexus.
23 April 2014
Mellett believes that traditional firms are hamstrung by their cultural and structural baggage, which makes it very hard for them to adopt new models.
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