Decisions your partnership can defend.
Sourced guidance for managing partners, executive committee members, practice leaders, and firm general counsel deciding where AI belongs in the work. Each briefing connects technical capability, professional responsibility, and firm economics to a decision your leadership can examine, explain, and act on.
A court filing can attack your AI workflow
A Connecticut litigant hid instructions for AI in court filings. The attempt failed, but it exposed a risk for firms that feed outside documents into AI systems.
What your client tells AI may not be privileged
United States v. Heppner shows why a client’s consumer-AI conversation may fall outside privilege—or waive protection through disclosure. New sanctions and court rules show the risk does not end there.
Your firm’s best AI workflow may already exist—and no one else knows about it
The gap is rarely curiosity. It is the leadership needed to discover, test, and scale what one lawyer or paralegal has learned.
Your AI policy is not an adoption strategy
A policy can establish boundaries. It cannot teach a practice group how to change the work.
The billable hour is not the first thing AI changes
Before AI changes the pricing model, it changes who knows how the work actually gets done.
What a fractional AI leader should own in a law firm
Not the tools. The decisions that connect strategy, professional duty, and daily practice.
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