Website accessibility is an ongoing operational responsibility. Here’s what happens when it’s treated like a one-time effort or a post-launch checklist instead.

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Long before she ever set foot at Harvard Law, Logan Brown was a child in suburban Kansas, captivated by the courtroom dramas flickering on her family’s television. Brown was transfixed by Law & Order: SVU reruns and Elle Woods’s improbable rise in Legally Blonde. Somewhere between the cross-examinations and the pink-suited triumphs, a switch flipped: Brown decided she was going to be a lawyer.

The next step came with the kind of reckless confidence only a middle schooler could muster. She typed up a resume and cover letter and marched straight into the local district attorney’s office to ask for a job. She was twelve years old.

Most adults would’ve smiled and sent her home, but a secretary named Dolores saw something earnest in her. Dolores made Brown her unofficial intern, letting her file paperwork, run coffee and linger in courtrooms. That summer, and many more to follow, Brown trailed lawyers, judges and staff through the courthouse corridors, learning how the law actually worked. To Brown, the experience felt like a glimpse inside the career she was meant to build.

“I really just fell in love with the law,” Brown tells Entrepreneur in a new interview. “I knew I wanted to be a lawyer.”

Starting Spencer Jane

By the time Brown arrived at Vanderbilt University for undergraduate study, she had the kind of purpose most undergrads were still searching for. 

She started chasing experiences that pushed her deeper into law. As an intern at Condé Nast’s legal department, she sat in glass-walled conference rooms learning from the lawyers on staff. In Nashville, she spent long days at the public defender’s office. When she studied abroad, she found her way into law firms overseas. 

“Every internship I ever had during that time period had a legal intersection,” she says. “I really just liked the law — and any time I could weave it into my coursework, I did.”

After graduating valedictorian of her class at Vanderbilt with a Bachelor’s in Human and Organizational Development in 2018, Brown attended Harvard Law School. There, a new idea began to tug at her attention — entrepreneurship. It arrived, fittingly, through frustration rather than inspiration. On the hunt for a professional outfit that made her feel both confident and comfortable, Brown found the options impossibly dated or ill-fitting. So she did something only an aspiring founder would do: she decided to design her own line.

The result was Spencer Jane, a workwear startup born in her law school apartment, brought to life in 2020 through an Italian manufacturer. But her first big mistake was a rookie one: she mixed up American and European sizing charts. The early prototypes didn’t fit anyone. “It was a disaster,” she admits. Yet that sizing mishap marked an inflection point. It was her first true lesson in building something from scratch.

Seeing the gaps in Big Law

When Brown graduated from Harvard Law in 2022, her path seemed preordained. She landed the kind of job that law students whisper about — a coveted associate role at Cooley, the Silicon Valley powerhouse law firm known for shepherding startups into unicorns. The offer was validation, the reward for years of experience.

At Cooley, Brown was a spectator to the rapid progress of AI inside and outside the legal industry. She saw the amount of excitement AI generated internally and externally with clients. “I wanted to be a part of that,” she says. 

Brown represented more than 50 founders and advised funds deploying capital to startups, giving her an understanding of how early-stage companies interacted with the legal system. Her role involved helping founders incorporate, raise investment and hire employees. 

“I would see a common pain point where companies had just been foregoing legal until they had enough money to afford it,” Brown says. “I saw that that was tricky because there were a lot of mistakes that you could make that could have been easily prevented and ended up costing a lot more money to correct later on.”

In a world where founders can prototype products in days and iterate constantly, legal work is slower and more costly. That causes many first-time founders to find templates for legal documents on Google, experiment with tools like ChatGPT or avoid legal help altogether until a financing event forces them to confront it.

Walking away from Big Law

In May of 2025, Brown did the unthinkable. At the age of 30, after three years at Cooley, she handed in her resignation and stepped into startup uncertainty. 

Brown’s venture is Soxton, an AI-powered legal startup designed for founders at their most uncertain moment: the beginning. Instead of hourly billing and endless paperwork, Soxton delivers legal guidance in a fast, automated, and radically affordable way.

“I just went for it,” Brown says.

Soxton is still in stealth mode; its website only features a waitlist. However, Brown says that over 300 startups are already using the service. Growth has been driven almost entirely by referrals: founders can only gain access to Soxton by being referred by existing customers. 

The process of working with Soxton is simple: founders meet with Brown and the team to discuss their needs, and then can request documents or workflows. AI takes the first pass at creating a document, which is then reviewed by a human lawyer. Soxton charges $100 for a custom contract reviewed by a human attorney.

Soxton is a step up from asking ChatGPT for legal help because it adds the option of human lawyers refining and returning a contract within a few hours. “I think that AI is not in a place yet to be the only source of legal advice,” Brown says. “Right now, we have lawyers review everything that is AI-generated before it goes back to a client.”

Prediction for the future

Since launching in May, Brown has raised $2.5 million from investors and grown Soxton to a core team of four full-time employees and more than 20 contractors. Her workdays now routinely stretch past 12 hours, with most weeks crossing the 100-hour mark — more hours than she worked at Cooley. But she says it doesn’t feel like a sacrifice. “I wish for everyone to care about their job the way I care about Soxton,” she says. 

Over the next decade, Brown predicts that the legal system is going to change “significantly.”

“I think that more people are going to have access to legal services at an easier and earlier point in time in a company’s life cycle,” she says. “I’m super excited that Soxton gets to help pave that way.”

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Entrepreneurship is often misunderstood as the ability to identify gaps in existing markets and fill them efficiently. That view is incomplete. It limits entrepreneurship to optimization, not creation. True entrepreneurship begins much earlier than market gaps and goes much further than problem-solving within existing structures. Entrepreneurship, in its pure form, is the act of initiating demand that does not yet exist, for markets that are still oblivious to what they will soon require.

An entrepreneur is a leader who sees truly. This does not mean seeing what is visible to everyone else. It means having a thorough understanding of going concerns — how markets currently operate, how consumers behave today, how industries define value in the present moment — and then seeing beyond all of that. True entrepreneurial vision is grounded in reality but not confined by it. It is not detached imagination; it is foresight rooted in deep understanding.

Most businesses invest their energy in addressing current demand. They analyze existing customer pain points, improve efficiency, reduce costs or offer incremental improvements. This is necessary for stability, but it is not entrepreneurship at its highest level. Entrepreneurs who merely address gaps are responding to the market. True entrepreneurial leaders evolve the market itself.

The power of foresight

What distinguishes entrepreneurial leadership is foresight — the ability to perceive potential future demands before the market becomes aware of them. These demands are not visible data points. They are not survey results. They are not trending keywords. They are emerging needs that exist only as weak signals, behavioral shifts, technological possibilities or unmet human aspirations. Potential future demand is demand that has not yet formed language, demand that consumers cannot articulate because they have never experienced its possibility.

When an entrepreneur initiates a product, whether as a service or a good, that product does not simply satisfy demand. It enables demand. It educates the market. It reshapes expectations. Before the product exists, the demand does not exist either. After the product appears, the market wonders how it ever lived without it. This is not coincidence. This is leadership.

Consider Steve Jobs, who famously ignored market research because customers don’t know what they want until you show it to them, or Sara Blakely, who didn’t just iterate on hosiery but created the entirely new category of shapewear by identifying a latent desire for confidence that women hadn’t yet articulated as a market need. Similarly, Reed Hastings didn’t just improve movie rentals; he initiated a demand for frictionless, on-demand streaming at a time when the infrastructure was barely ready, and the consumer mindset was still tied to physical discs. These leaders didn’t find markets; they authored them.

Entrepreneurship, therefore, is not about predicting the future in abstract terms. It is about actively constructing the future by bringing something into existence that reorganizes behavior. The entrepreneur introduces a new reality and allows demand to emerge as a consequence.

The essence of true leaders

This type of entrepreneurship requires true leaders. A true leader is not defined by authority, scale or capital. A true leader is defined by perception. True leaders think outside the constraints of current market logic. They do not ask how to compete better within existing demand; they ask how to elevate the market to an entirely new level. They are not interested in solving yesterday’s problems more efficiently. They are interested in making yesterday’s problems irrelevant.

True leaders do not invest their resources primarily in addressing gaps in the current market. Gaps are visible to many. Gaps attract competition. Gaps invite imitation. Market-creating leaders move in a different direction. They focus on transformation. They imagine what the market could become if new demands were introduced and then work backward to make that future inevitable.

This does not mean ignoring reality. On the contrary, it requires a deeper engagement with reality than most forms of business thinking. To initiate future demand, an entrepreneur must understand human behavior, cultural momentum, technological trajectories and economic constraints simultaneously. Foresight is not fantasy. It is disciplined imagination informed by observation.

Understanding market evolution

Markets do not evolve naturally on their own. They evolve because someone introduces a catalyst. Every major shift in consumer behavior can be traced back to an entrepreneur who saw something others did not and acted before the demand was obvious. At the moment of creation, these ideas often look unnecessary, risky or even irrational. In hindsight, they appear inevitable.

This is why true entrepreneurial leadership is rare. It demands conviction without validation. It requires the ability to act when data is incomplete and feedback is uncertain. It requires patience to wait for demand to form after the product exists, rather than expecting immediate market recognition. Many abandon this path too early because they mistake lack of immediate demand for lack of value.

Entrepreneurs who create future demand accept that resistance is part of the process. Markets resist change because change disrupts familiarity. Consumers cannot demand what they cannot yet imagine. The leader’s role is not to follow demand but to guide perception. Over time, what once seemed unnecessary becomes essential.

The difference between a business operator and an entrepreneurial leader lies precisely here. Operators refine what is known. Leaders expand what is possible. Operators work within defined boundaries. Leaders redraw the boundaries themselves.

What entrepreneurship really is

Entrepreneurship, in its truest sense, is leadership expressed through market creation. It is the courage to introduce new value systems, new behaviors and new expectations. It is the discipline to understand the present deeply enough to transcend it. It is the foresight to recognize that tomorrow’s demand must be initiated today, by someone willing to act before the market asks.

Every market that exists today was once oblivious to what it would become. Every demand that feels obvious now was once invisible. Entrepreneurs are the bridge between what is and what could be.

In that sense, entrepreneurship is not merely an economic activity. It is a form of leadership that reshapes society through intentional creation. The entrepreneur does not chase demand, but gives birth to it.

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