What if we were to look at enterprise legal in new ways? Isn't it mostly the case that legal issues, teams, matters, vendors, and "turfs" accrete over the years of lifespan of an enterprise? That leaves us with several disconnected silos of Legal function with priorities, cost centers, mandates, and activities which are mostly operating independently, disconnected from overall balance sheet realities and corporate progress, and are sometimes suddenly in collision. What if instead, we centrally planned our Legal, beginning today. Like a medical checkup, or an automotive diagnostic, we can begin from where you are and make the pivots necessary to build efficiencies, reduce costs, and initiate and amplify progress. I call this "full spectrum legal portfolio management." It is the thing which gives the smartest investors and operators an edge in business.