A provider of OTC market data and information-led analytics was operating globally - selling into different regions with different buyer expectations and different contracting norms. The commercial team were enabled and the deals were flowing, but the company’s contracting model had not evolved to keep pace.

Market data agreements were largely handled through one external US-based lawyer. Over time, that approach started to work against the business: it was costly, slow, and it didn’t naturally stretch across Americas, EMEA, and APAC.

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As volume and geographic reach increased, the friction became visible in day-to-day deal work:

• Agreements waited longer than the business wanted. 
• Legal capacity was not enabled to expand in line with demand. 
• The “global” reality of negotiations didn’t match a US-centric support model.

The result went beyond inconvenience and created internal pressure. When a deal was ready to move but the contracting couldn’t keep pace, the business felt it and legal absorbed the heat for it.

In mid-2022, instead of continuing with a single external counsel model, the company brought in Radiant Law to run a fully managed legal service for market data contracting - built to handle volume, prioritisation, and global coverage.

The intent wasn’t to add another law firm, it was to create a functioning contracting operation: something that could take work in, move it through consistently, and help the business close agreements without constant escalation.

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Radiant took ownership of the contracting workflow end-to-end, including:

• Intake (getting requests in cleanly, triaging, and prioritising) 
• Drafting and review of market data sales agreements ‍
• Negotiation support for deals across Americas, EMEA, and APAC

Once the managed model was in place for market data sales agreements, the business began to use the same structure for other commercial work because it reduced friction.

The scope expanded to include:

• NDAs 
• Audit letters 
• Licensing agreements

This reflected a leadership decision in how the company got agreements done with a model that could scale as deal flow scaled and the internal dynamic changed.

Instead of legal acting as a pressure point between the business and a constrained contracting process, the company had a system that could flex with demand - and keep deals moving.

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Between 2003 and 2005, Radiant supported a mean of 26% more contract volume YoY.

Legal described the turnaround expectation as a concrete commercial benefit and stakeholders put it plainly:

“If Radiant weren’t doing the work, the business would be complaining at me because I just don’t have the capacity!”

“Radiant Law are fast. The focus on half day turnarounds is a real business benefit. Quick deals enable revenue to come through the door quicker.”

A business stakeholder highlighted the impact Radiant had:

“Radiant have impressed me with the way they understand our business and what needs to be done. They get it, how to make accommodations for a large deal, how to speed up deals, and how to prioritse this work. Radiant bring the polish, and have added value.”