Interview with Claire Dolley, Head of the Legal Department at Consort Group
Consort Group is an IT infrastructure provider in France. With sustained growth and a steadily expanding contract portfolio—both on the client and supplier sides—the legal department had to thoroughly rethink its organizational structure. As is the case with many growing companies, Consort Group needed to restructure its contract management to better meet the company’s needs. Claire Dolley, Head of the Legal Department, discusses the contract digitization project carried out with DiliTrust.
A project of this magnitude can’t be launched on its own. It requires conviction and a leader.
How did the idea to set up a CLM within the Group come about, and who spearheaded it internally?
The project arose from a twofold need: to improve the efficiency of our internal processes and to make better use of our contractual documentation as part of our risk management. Faced with a growing volume of contracts and the lack of a common repository, it became necessary to structure the information to make it truly usable. The legal department initiated the process, working closely with the procurement department (also a CLM user) to select the solution and oversee its implementation.
Before choosing a solution, you first need to make the right diagnosis…
What were your main challenges in contract management?
Our main challenge stemmed from a combination of two factors: the lack of a single contractual standard (whether on the client or supplier side) and a large volume of contracts. DiliTrust now allows us to have a structured overview of each contract, proactively manage deadlines, and make the information available to all internal departments in a clear and accessible way.
Focus on Features: This transformation was structured around several projects carried out in parallel: migrating contracts to a single repository, automating approval workflows and renewal alerts, creating a template library to standardize contract drafting, integrating electronic signatures, and implementing required fields to ensure data completeness.
Addressing the challenge of adoption, which is often the weak link in the deployment of business tools
You have made CLM training mandatory for all new employees. What led to this decision?
All new employees in sales roles are expected to work with DiliTrust on a daily basis. Incorporating it into the onboarding process as soon as they arrive was a natural step. The idea is for them to become familiar with both the contract management processes and the tool at the same time, so they can be up and running and feel comfortable from day one.
A well-implemented CLM is not confined to the legal department.
Which teams have experienced the biggest change since the rollout?
The legal department has undergone the most profound transformation, as DiliTrust has become its central working tool, organizing all day-to-day contract-related activities. All departments that interact with contracts (sales, procurement) also benefit: information is more accessible and better organized.
What if we had to sum up the transformation in just a few words?
How has DiliTrust made a difference for Consort Group?
DiliTrust has enabled us to better track the steps in our contracting process and to leverage our document repository to obtain concrete information that helps us monitor and manage our business.
Any advice for teams looking to start digitizing their contract processes?
The tool alone is not enough: the key to success is user adoption. Invest in communication and support from the very beginning. Building buy-in early on ensures rapid and sustainable adoption.
Thanks to the tool and the formal onboarding program—which includes required fields to streamline the work of our legal team—our processes, collaboration, and tracking of strategic contracts have truly improved.
Claire Dolley, Head of the Legal Department, Consort Group
Today, Consort Group’s contract management is structured, traceable, and shared. The legal department has laid the groundwork for an organization that scales effectively: well-managed processes, autonomous teams, and a tool that’s an integral part of daily operations. What began as a centralization project has become the foundation for all of the Group’s contractual activiti
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