DISCO Brings Gen-AI-Powered Auto Review to the EU, UK
AUSTIN, Texas--(BUSINESS WIRE)-- DISCO (NYSE: LAW), a creator of industry-leading litigation technology, today announced the launch of its generative AI automated review tool in the European Union and the United Kingdom, bringing the powerful eDiscovery technology to tens of thousands of law firms and corporations across Europe.
DISCO Auto Review combines unprecedented speeds with accuracy metrics that substantially surpass typical human review. The solution is capable of reviewing 32,000 documents per hour on average – the equivalent of a 640-person review team working at industry-standard speeds – with precision and recall metrics exceeding 90 percent in many cases, better than the industry standard of 75 percent for human review.
DISCO Auto Review is the latest tool the company has brought to the EU/U.K. markets, following the 2024 launch of its Cecilia suite of gen AI tools, including Cecilia Q&A and Cecilia document summaries. Additional Cecilia capabilities are expected to launch in these markets later this year.
'There is a growing appetite for generative AI legal tools in the EU and U.K., and our Auto Review technology is the one of the most-requested DISCO capabilities among leading law firms and corporations because of its ability to dramatically reduce the time and resources involved in the early stages of litigation without sacrificing accuracy or relevance,' said CEO Eric Friedrichsen. 'DISCO Auto Review can help significantly reduce costs and improve results on the largest, most complex matters lawyers face today.'
The EU/U.K. launch of DISCO Auto Review follows a successful debut in the United States that has seen adoption from Am Law 50 firms, prominent litigation boutiques and large, multinational corporations. Hueston Hennigan, LLP, one of the leading litigation firms in the U.S. used DISCO Auto Review on a recent breach of contract matter and found the technology to be a key support for a lean team working against tight deadlines.
'Document production in high-stakes litigation, particularly on tight timelines, requires speed and accuracy. DISCO Auto Review gave us outstanding results -- 95 percent recall and 91 percent precision – in a fraction of the time of manual, human review,' said Emily Michael Munson at Hueston Hennigan. 'By streamlining first-pass review, my team is able to focus our time on strategic higher-value work and quality control."
In addition to launching DISCO Auto Review for the EU and U.K., the company also announced new, highly competitive Auto Review pricing to help encourage law firms and corporations to add Auto Review to their suite of eDiscovery tools as a faster, more cost-effective alternative to manual, human review.
'As the value, accuracy, and speed of our generative AI products consistently impresses DISCO customers, we want to make them available to even more customers– especially for something like first pass review where the cost savings over fully human-based review can be tremendous," Friedrichsen said. 'Providing significantly more value at a lower cost is one more way we are with our customers in every case.'
The new DISCO Auto Review pricing is available immediately to customers in the U.S., EU and U.K.
Forward-Looking Statements
This press release contains forward-looking statements, including, among other things, statements regarding the benefits of DISCO's Auto Review product and the launch of additional capabilities in the EU and UK markets later in 2025.
Words such as 'may,' 'should,' 'will,' 'believe,' 'expect,' 'anticipate,' 'target,' 'continue,' 'potential,' 'build,' 'extend' and similar phrases that denote future expectation or intent regarding DISCO's business are intended to identify forward-looking statements. You should not rely upon forward-looking statements as predictions of future events.
The forward-looking statements contained in this press release are subject to a variety of risks, uncertainties, and factors, including those more fully described in our filings with the Securities and Exchange Commission ('SEC'), including our Quarterly Report on Form 10-Q for the quarterly period ended March 31, 2025, filed with the SEC on May 7, 2025. Further information on potential risks that could affect actual results will be included in the subsequent periodic and current reports and other filings that we make with the SEC from time to time.
Forward-looking statements represent DISCO's management's beliefs and assumptions only as of the date such statements are made. We undertake no obligation to update any forward-looking statements made in this press release to reflect events or circumstances after the date of this press release or to reflect new information or the occurrence of unanticipated events, except as required by law.
About DISCO
DISCO (NYSE: LAW) provides comprehensive, innovative solutions for modern litigation. We create and service an intuitive, cloud-native platform at the forefront of litigation technology, backed by the partnership of expert professional services and support. Leveraging the latest in AI to help law firms and corporations achieve smarter outcomes faster, our scalable products and tools allow customers to simplify everyday tasks and tackle complex matters at every stage of litigation. Learn more at www.csdisco.com.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
38 minutes ago
- Yahoo
B&G Foods (NYSE:BGS) Has Some Way To Go To Become A Multi-Bagger
There are a few key trends to look for if we want to identify the next multi-bagger. Firstly, we'd want to identify a growing return on capital employed (ROCE) and then alongside that, an ever-increasing base of capital employed. Put simply, these types of businesses are compounding machines, meaning they are continually reinvesting their earnings at ever-higher rates of return. However, after investigating B&G Foods (NYSE:BGS), we don't think it's current trends fit the mold of a multi-bagger. We've found 21 US stocks that are forecast to pay a dividend yield of over 6% next year. See the full list for free. For those who don't know, ROCE is a measure of a company's yearly pre-tax profit (its return), relative to the capital employed in the business. Analysts use this formula to calculate it for B&G Foods: Return on Capital Employed = Earnings Before Interest and Tax (EBIT) ÷ (Total Assets - Current Liabilities) 0.073 = US$200m ÷ (US$3.0b - US$229m) (Based on the trailing twelve months to March 2025). Thus, B&G Foods has an ROCE of 7.3%. In absolute terms, that's a low return and it also under-performs the Food industry average of 10%. Check out our latest analysis for B&G Foods Above you can see how the current ROCE for B&G Foods compares to its prior returns on capital, but there's only so much you can tell from the past. If you'd like, you can check out the forecasts from the analysts covering B&G Foods for free. There hasn't been much to report for B&G Foods' returns and its level of capital employed because both metrics have been steady for the past five years. It's not uncommon to see this when looking at a mature and stable business that isn't re-investing its earnings because it has likely passed that phase of the business cycle. So unless we see a substantial change at B&G Foods in terms of ROCE and additional investments being made, we wouldn't hold our breath on it being a multi-bagger. On top of that you'll notice that B&G Foods has been paying out a large portion (113%) of earnings in the form of dividends to shareholders. Most shareholders probably know this and own the stock for its dividend. In a nutshell, B&G Foods has been trudging along with the same returns from the same amount of capital over the last five years. It seems that investors have little hope of these trends getting any better and that may have partly contributed to the stock collapsing 74% in the last five years. All in all, the inherent trends aren't typical of multi-baggers, so if that's what you're after, we think you might have more luck elsewhere. On a final note, we found 2 warning signs for B&G Foods (1 doesn't sit too well with us) you should be aware of. While B&G Foods may not currently earn the highest returns, we've compiled a list of companies that currently earn more than 25% return on equity. Check out this free list here. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Sign in to access your portfolio
Yahoo
an hour ago
- Yahoo
When Should You Buy Ford Motor Company (NYSE:F)?
Ford Motor Company (NYSE:F) led the NYSE gainers with a relatively large price hike in the past couple of weeks. The recent rally in share prices has nudged the company in the right direction, though it still falls short of its yearly peak. With many analysts covering the large-cap stock, we may expect any price-sensitive announcements have already been factored into the stock's share price. However, what if the stock is still a bargain? Let's take a look at Ford Motor's outlook and value based on the most recent financial data to see if the opportunity still exists. Trump has pledged to "unleash" American oil and gas and these 15 US stocks have developments that are poised to benefit. Good news, investors! Ford Motor is still a bargain right now. Our valuation model shows that the intrinsic value for the stock is $13.76, which is above what the market is valuing the company at the moment. This indicates a potential opportunity to buy low. However, given that Ford Motor's share is fairly volatile (i.e. its price movements are magnified relative to the rest of the market) this could mean the price can sink lower, giving us another chance to buy in the future. This is based on its high beta, which is a good indicator for share price volatility. Check out our latest analysis for Ford Motor Future outlook is an important aspect when you're looking at buying a stock, especially if you are an investor looking for growth in your portfolio. Buying a great company with a robust outlook at a cheap price is always a good investment, so let's also take a look at the company's future expectations. Ford Motor's earnings growth are expected to be in the teens in the upcoming years, indicating a solid future ahead. This should lead to robust cash flows, feeding into a higher share value. Are you a shareholder? Since F is currently undervalued, it may be a great time to accumulate more of your holdings in the stock. With a positive outlook on the horizon, it seems like this growth has not yet been fully factored into the share price. However, there are also other factors such as capital structure to consider, which could explain the current undervaluation. Are you a potential investor? If you've been keeping an eye on F for a while, now might be the time to enter the stock. Its buoyant future outlook isn't fully reflected in the current share price yet, which means it's not too late to buy F. But before you make any investment decisions, consider other factors such as the strength of its balance sheet, in order to make a well-informed investment decision. If you want to dive deeper into Ford Motor, you'd also look into what risks it is currently facing. When we did our research, we found 2 warning signs for Ford Motor (1 is concerning!) that we believe deserve your full attention. If you are no longer interested in Ford Motor, you can use our free platform to see our list of over 50 other stocks with a high growth potential. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.
Yahoo
an hour ago
- Yahoo
How EY's finance transformation team is approaching AI strategy
This story was originally published on To receive daily news and insights, subscribe to our free daily newsletter. As finance leaders face pressure to modernize and deliver ROI on their spending on technology and consulting, EY's finance transformation team is focused on putting emerging technologies to work not just for clients, but inside the firm itself. The team, led by Deirdre Ryan, global finance transformation leader, is playing a dual role: Helping CFOs navigate AI adoption while also piloting those same tools internally across EY's finance and consulting functions. In a recent interview inspired by her session at the Gartner Finance Executive Conference last month, Ryan explains how EY is using agentic AI to reshape FP&A workflows and why being 'client zero' is critical to building credibility in the market. She also discusses how CFOs can avoid repeating past mistakes from automation efforts, what it takes to lead a finance organization through transformation and how to do so with clarity, purpose and psychological safety. Global Finance Transformation Leader, EY Notable previous employers: Deloitte Dontech Dun & Bradstreet This interview has been edited for brevity and clarity. DEIRDRE RYAN: We feel very strongly that we have to be client zero. If we're going to advise clients on new technologies, we need to understand them ourselves and use them in real scenarios. We created a platform called EYQ. It's essentially a private environment where our people can interact with large language models securely. We made it accessible on laptops and mobile devices, and it's helped our consultants build hands-on understanding of the tools we're asking clients to adopt. As of recently, we've had over 150,000 consultants using it globally. It's one of the largest private LLMs in the world that EY developed in-house. In finance specifically, we've been building and piloting an agentic AI solution for FP&A. It looks like a normal dashboard, but what makes it powerful is that as actuals come in, it generates AI-driven insights automatically. That's helpful, but the real impact comes from scenario planning. It's built on driver-based forecasting, so we've identified the variables most correlated with forecast accuracy. You can adjust those and instantly see how the outlook changes. It goes even further. We've modeled it so that there are three AI agents working like analysts, with a manager agent that synthesizes and returns the best answer. You can ask something like, 'What would a one percent drop in GDP do to our forecast?' and it does the work. It's not removing human oversight — someone still has to take action — but it's changing the way FP&A work gets done. One client saw it and said, 'I have an army of silent FP&A analysts now.' That stuck with me because that is where the function is headed. That brings up another important point. Psychological safety is something we talk about a lot. When tools like this are introduced, it's natural for teams to wonder what it means for them. They may worry their work is being replaced or question what their future looks like in the function. This is where leadership matters. People entering the workforce today don't want to spend three days in Excel. They want to work with tools that help them think and act strategically. If you're in FP&A and you're given the choice between spending days building a model in spreadsheets or using agentic AI to get that answer instantly and then focusing your time on what to do about it, people are going to choose the latter. That's how you retain talent. If finance doesn't evolve, it risks losing its best people. So yes, we're advising clients on these tools, but we're also living it internally. We're applying it ourselves, and we're navigating the same leadership, talent and change management conversations that our clients are. That's what being client zero means. It's difficult for CFOs today because they still play a very traditional role. They must protect and preserve the assets of the organization and mitigate risk, but now they're being asked in a meaningful way to drive innovation within finance and across the enterprise. They need to understand disruptive technology well enough to make smart capital allocation decisions and guide the business forward. So, CFOs have to start getting their hands dirty. A lot of people I meet have seen demos or presentations, but haven't used the tools themselves. You have to understand the capabilities. Start small — maybe it's a proof of concept to help your team come up the learning curve — but that gives you insight into what these technologies can do. And from there, you can ask the bigger question: How do we apply this in a meaningful way to our finance organization? That's why our team tells CFOs to not just look at the tech, but think about the end game. What do you want your finance function to look like once you've integrated these tools? You have to do some things in parallel, which is tough because CFOs are already being asked to do so much. But this is one of those areas where you can't afford to take a one-track approach. You don't want to repeat what happened with robot process automation. Very few companies realized the value they expected. It became very democratized — people used it to automate a few hours of work here or there — but it didn't lead to large-scale transformation. That's the risk with AI and generative AI. The technology is unbelievably powerful, but without a strategy, you end up with fragmented efforts. You have to ask: Where is the puck going to be, and how do we get there? That means setting a clear end state, helping your finance team come up the learning curve, and avoiding what I call death by a thousand cuts — a little pilot here, a tool there, but no cohesive vision. So, yes, you want experimentation, and maybe that's informal — sharing a cool use case in a meeting. But it also needs to be backed by a very intentional strategy tied to how your finance function delivers value. For this, there are two big buckets I talk about with CFOs. One is productivity, and yes, you can absolutely drive productivity using these tools. We have great examples of that. And honestly, any of my competitors could give you the same 200 use cases for technology within finance. So I'm not saying that's a bad thing, but many of those use cases have been around for a long time. So if you're going to pursue productivity, you need to ask where you're going to get the biggest ROI. What's going to move the needle? The second bucket, and this is where I think the real value is, is decision insight. That's about using these tools to provide better analysis that helps your peers in the C-suite make smarter, faster decisions. And while that's much harder to quantify, I think it's equally important. Sometimes I ask CFOs to imagine a scenario. Let's pretend your data is perfect, it comes in on time and everything is consistently defined. Of course, that never happens, but let's just pretend. What is the kind of analysis you'd want to do on demand that could give you a competitive advantage? And it's interesting, because many CFOs haven't even had the [capacity] to think that way. They're so tied to traditional metrics like revenue and profitability that they haven't had the chance to ask, 'If I had access to better data and AI tools that let me explore it faster, what decisions could I make differently?' That kind of thinking is where AI can really change the game for finance. I think it depends on what you mean by 'a single source of truth'. We all know CFOs need to ensure the financial statements are accurate. And with technology of all types, there has to be a level of trust that the data is producing results that fairly represent the performance of the organization. Do I know any company whose data is 100% perfect all the time? No. Especially not large, acquisitive organizations. But what I always tell clients is, you have to prioritize. Not every data point needs to be perfect, but the ones that drive the most value do need to be consistently defined and captured across the enterprise. You could spend the next 10 or 20 years cleaning data, and it still wouldn't be perfect. The better approach is to identify the data that will drive meaningful analysis and ensure that it's reliable. That way, when you present insights to the executive team, you have confidence in the underlying information and the decisions it supports. It's about being intentional. Know what value you're trying to unlock, and focus on the data that supports that value. Recommended Reading How PwC's tax team is using agentic AI Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
