Governing Intelligence Research Group was created in response to a structural shift taking place inside legal departments. Artificial intelligence is no longer a future consideration, it is actively reshaping how legal work is performed, how intellectual property is created and protected, and how risk is managed across organizations. Yet most legal functions were never designed for this moment.

After decades advising organizations on intellectual property, digital strategy, and legal operations, a pattern emerged. . AI was being introduced faster than the processes, policies, and governance structures needed to support it. Legal teams were asked to move quickly, often without a clear framework for ownership, accountability, or long-term impact. The result was fragmentation: tools without strategy, policies without operational grounding, and decisions made in isolation rather than as part of a system.

This organization was created from a deliberate period of research, reflection, and design. Over the past year, our founder stepped back from traditional advisory work to study how AI intersects with IP law, legal operations, risk management, and organizational behavior. Drawing on process-improvement disciplines, board-level governance models, and hands-on experience inside complex organizations, we began developing frameworks that treat intelligence itself as something that must be governed, not merely deployed.

Governing Intelligence Research Group exists to bring rigor to that challenge. We focus on helping legal leaders move beyond reactive adoption toward intentional design, aligning AI policy, IP strategy, and legal operations into a cohesive governance architecture. Our work is grounded in research and translated into practical tools, frameworks, and advisory engagements that can be applied inside real organizations with real constraints.

This is not a traditional consulting firm, nor is it a purely academic think tank. It is a research-driven platform built to support general counsel, legal operations leaders, and boards as they navigate one of the most consequential transitions the legal function has faced. The goal is not speed for its own sake, but clarity, discipline, and durability so that intelligence, once introduced, strengthens rather than destabilizes the legal enterprise.