Legal Engineer, Law Firms and In-House, Dubai

ABOUT US

Legora is redefining how legal work gets done. Not built for lawyers, built with them. We work alongside the world’s best legal teams, who expect excellence, precision, and speed, and we hold ourselves to the same bar.

Our AI-native workspace lets legal professionals move faster, think more clearly, and operate with sharper precision. By analysing thousands of documents in minutes and powering end-to-end workflows, we cut through complexity, teams can focus on what matters: judgment, strategy, and outcomes.

1,000+ customers across 50+ countries trust us, including Cleary Gottlieb, Goodwin, Linklaters, White & Case, Dentons, and Barclays. We’ve scaled to $100M+ in ARR, with teams across Europe, North America and APAC, and continue to expand through acquisitions including Qura, Walter AI and Graceview.

We partner with world-class performers: including Aaron Judge and the New York Yankees, Ludvig Åberg (and his caddie), and campaigns featuring Jude Law.

Joining Legora means three things.

• We lean in: ownership over titles, outcomes over intentions.

• We fight for excellence: high standards, direct, ego-free feedback.

• We grow together: as a team and with our customers.

Mission before ego. Everyone contributes. No one coasts.

If you’re driven by impact, pace, and raising the bar. This is the place.

ABOUT THE ROLE

Let's get the tricky part out of the way. Legal Engineering does not fit neatly into a traditional box. It combines legal practice, product fluency, client leadership and practical change management. The job exists because software alone does not change how legal work gets done. Someone has to understand the work well enough to redesign it, and be credible enough that lawyers listen.

As a Legal Engineer in Dubai, you sit between the lawyers using Legora and the people building it. You will work with law firms and in-house legal teams across the Middle East: running pilots, leading onboarding and rollouts, designing the workflows that make the platform genuinely useful for a specific team, and teaching people to use it well. When something does not work, you find out why and either fix it with the client or get it in front of Product with enough evidence to act on.

This is a client-facing craft role, not an account-management role. The measure of your work is whether real lawyers do real work differently because of what you built and taught.

The Middle East is its own market. The enterprise opportunity spans international firms, leading regional firms and in-house teams at large corporates and sovereign-linked entities. The legal landscape covers federal law, emirate-level systems and the common-law free zones of DIFC and ADGM. Arabic-language work and a credible answer on data protection and hosting are part of the job here, not an edge case.

Dubai is an early team. You will help decide how Legal Engineering works in this region rather than inherit a finished playbook.

YOU MAY COME FROM A LAW FIRM OR AN IN-HOUSE TEAM

We hire from both, and we mean it. Neither route is the preferred one.

From a law firm. You have done substantive legal work at a firm where quality was not negotiable, and you understand how matters are actually run: the pressure, the economics, the billing model, and why partners adopt some things and quietly ignore others. Perhaps you led a knowledge or innovation initiative, or you were the person in your team who worked out what the new tools could really do. You know how to earn the trust of sceptical, technical lawyers, because you have been one.

From an in-house team. You have worked inside a legal function, balancing competing business priorities and doing more with less. Perhaps you sat in legal operations, running efficiency and transformation work. Perhaps you moved into legal technology or consulting and helped in-house teams modernise. You know how these teams think, work and sometimes struggle, and you know that adoption depends as much on the business around legal as on legal itself.

Either way, you have not been content with how things have always been done, and you would rather build the better version than write a memo about it.

WHAT THE WORK INVOLVES

The shape of the work is consistent across seniority. The scale of what you own changes.

• Learn the product properly and stay ahead of it. Legora changes quickly, and your credibility depends on knowing what it does, what it does not do yet, and where the sensible limits are.

• Translate real legal workflows into working Legora use cases, then test whether the output holds up against the standard a practising lawyer would apply.

• Run demos, workshops and training that are grounded in the client's own work rather than a feature tour.

• Own pilots and rollouts: plan them, keep them moving, define what success means up front and report honestly against it.

• Build trust with the people who decide, from day-to-day contacts through to partners, general counsels and heads of legal operations.

• Capture product gaps and client needs with enough evidence and clarity that Product can act on them, including Arabic-language and local requirements.

• Turn what works into reusable material: templates, guides, recordings and playbooks that make the next engagement faster than the last.

• Work alongside Go-to-Market and Engagement colleagues so commercial momentum and delivery quality support one another, with clean handovers in both directions.

• Develop a view on how AI is changing legal work and share it credibly, internally and with clients.

WHAT WE LOOK FOR

Five qualities matter at every level. What changes with experience is the scope you carry, the seniority of the room you hold, and how much others rely on your judgment.

• Product knowledge and application. Earlier in your career, this means configuring standard use cases end to end from established patterns, explaining the setup clearly to users, and running a good demo of new capability. With more experience, it means owning priority use cases from discovery to go-live against measurable targets, varying the approach where the client demands it, defining what good looks like for a large programme, and producing material the rest of the team reuses.

• Communication. Earlier, this means clear written follow-ups, and tailored demos that explain why a capability matters rather than only how it works, adjusted in real time to the room. With more experience, it means leading sessions with senior lawyers, connecting the platform to measurable business results, handling hard objections with evidence, and helping colleagues sharpen their own narrative and delivery.

• Project and programme management. Earlier, this means independently owning a workstream with visible owners, deadlines and dependencies, and communicating changes and their implications early. With more experience, it means planning and leading complex rollouts, knowing when to use the standard playbook and when to vary it, running governance properly, and adjusting the plan as the environment shifts.

• Stakeholder management. Earlier, this means being reliable and responsive, setting expectations you then meet, and knowing when to escalate. With more experience, it means holding trusted relationships with senior stakeholders, surfacing concerns before they become blockers, resolving tension between groups, and coaching others on how to do the same.

• Thought leadership. Earlier, this means explaining confidently and accurately what AI does and does not do for legal work, and what that means for how lawyers practise. With more experience, it means leading external discussions in multiple forums, and turning what you see in the field into narratives, enablement material and product input the wider company uses.

You do not need to have held a Legal Engineering role before. The profession is new and almost nobody has ten years of it. What matters is whether the underlying capability is there, in whatever setting you