Bryce Gartner is the Founder and CEO of VoirPro Methodology, an AI-augmented legal analytics company helping trial teams use behavioral data and analytics to make more informed litigation decisions involving juries. With more than two decades of experience in data analytics, visualization, and litigation strategy, Bryce brings a cross-disciplinary perspective to the intersection of technology and human decision-making. He previously founded Icimo, a business intelligence firm, before applying his expertise in behavioral analytics to civil litigation. Bryce also teaches quantitative management at Duke University’s Fuqua School of Business and is an Executive in Residence at Elon University. He was recognized by CIOReview as one of the Top 20 Data Visualization Solution Providers in 2019.
Company: VoirPro
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Bryce Gartner: I’m Bryce Gartner, co-founder and CEO of VoirPro. I’ve spent 25 years running the marketing, technology, and strategy functions of growth-stage companies, usually more than one at a time. VoirPro is a litigation intelligence company. Our platform, Voirtex, gives trial teams a single system for the entire trial strategy process, from pre-trial analysis through live voir dire scoring to verdict modeling, built on our own juror segmentation framework, FINDS. I also teach data visualization and storytelling at Duke’s Fuqua School of Business.
What was the moment you realized that complexity was holding your company back, and how did that shift your approach to product, operations, or strategy?
Bryce Gartner: The moment came when I looked at our own delivery model and realized we were a services company that happened to use software. Every matter pulled in multiple people, someone running the demographic analysis, someone prepping the attorney, someone else scoring live in the courtroom. That doesn’t scale. It doesn’t compound either. So we moved from services-led to product-led. Same intelligence, delivered through Voirtex. Our team shifted from doing the work to training the firm’s team and supporting them while they do it.
Can you share one specific example of something you simplified (a product feature, process, pricing model, or customer experience) that delivered outsized results?
Bryce Gartner: The clearest example is Voirtex itself. Before we built it, a trial team preparing for a case had to stitch together a survey platform, a mock-trial vendor, a demographic database, and a day-rate consultant. Four relationships, four invoices, and a pile of institutional knowledge about that case that walked out the door the moment it closed. We collapsed all of that into one system that covers the whole trial lifecycle. The firm keeps what it learns on every matter instead of renting it back each time.
How do you systematically identify and eliminate complexity across the organization without oversimplifying in ways that hurt quality or value?
Bryce Gartner: We don’t cut a step because we can. We cut it if removing it doesn’t cost us consistency or insight. A lot of complexity in legal services exists because the work lived in someone’s head, and every individual did it a little differently. We replace that with a structured process that produces the same quality of insight every time. If a step is manual and touches multiple systems, we automate it. The insight stays. The manual handoffs don’t.
What’s the biggest resistance you’ve faced when pushing for radical simplicity, and how did you overcome it?
Bryce Gartner: The resistance is baked into how law firms buy things. Attorneys are comfortable with an expense that ties directly to a matter, something they can pass through to the client and get approved case by case. A subscription doesn’t work that way. It’s an investment the firm makes before there’s a specific matter attached to it. We built a single-matter license so a firm’s first experience with Voirtex looks exactly like what they already know. One matter, one cost, approved before it’s incurred. The license also drops the cost of the capability itself. A firm can run roughly five matters on Voirtex for what one services-led matter used to cost. Firms are now using this level of jury intelligence on cases that could never have justified hiring outside expertise before.
For other CEOs who struggle with feature bloat, process overload, or confusing customer journeys, what’s the most important principle or first step you would recommend they take?
Bryce Gartner: Stop adding. Start asking what you can take off the list. I’ve always liked the idea of a stop doing list instead of a to-do list. Most complexity in a growing company is just something nobody ever gave anyone permission to kill.
