Frameworks, core principles and top case studies for SaaS pricing, learnt and refined over 28+ years of SaaS-monetization experience.
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Harvey builds for one premium group and offers nothing to the others. Its top group is the Am Law 100, the biggest firms. Their goal is to speed up legal work across many practice areas and jurisdictions at once (contract analysis, due diligence, research, litigation support, memo drafting) all tailored to each firm’s practices and standards.
The second group is mid-size firms, roughly 50 to 200 lawyers. Their need is narrower. They might focus on two or three practice areas, so they do not need every Harvey module. They want focused help for their specialty, easy onboarding, and a way to start without committing the whole firm.
The third group is in-house legal teams at large companies. Their need is different again: contract review, compliance, and regulatory tracking. They rarely need M&A due diligence or litigation support, and their workflows look nothing like a law firm’s.
Harvey’s packaging is opaque, enterprise-only, and custom-built for every client. That serves the top firms perfectly, because the tailored approach delivers the full breadth they need. But the other two groups have different needs that call for different bundles, and there is no plan for either. A mid-size employment-law firm cannot use, or even evaluate, a platform built for global M&A.
The risk is that as the legal market crowds with rivals (CoCounsel, Legora, vLex), those ignored groups become the way in for competitors. A mid-size firm Harvey will not sell to will buy from someone who will, and once a rival owns that relationship, climbing upmarket later gets much harder. Whether Harvey should serve them comes down to strategy: dominate the top and skip the rest, or risk being attacked from below.
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