For law firms · 5–50 attorneys
Every attorney, using AI to its fullest. Drafting, review, realization, and governance — built and running at the firm, not delivered in a deck.
Your associates, paralegals, and partners shouldn't be figuring AI out alone. We build the workflows — litigation drafting with verification, contract review with clause benchmarking, the realization plan that keeps the productivity gain with the firm, and the governance posture the ethics partner signs — and train your people to run them. Four to eight weeks. Fixed scope. Fixed duration.
The world you recognize
A capability gap that costs your firm more every month — in associate hours, in realization, and in the clients you keep.
Your associates spend 20 hours researching and drafting a motion that a 300-attorney firm produces in 5. The difference is not talent. It is tooling.
Your transactional team starts every deal from "the last deal" instead of a curated precedent library. Inconsistencies carry forward. Client-specific terms get missed. Associates burn hours on clause comparisons the firm has already done fifty times.
Realization fell from 84.5% to 81.9% over the past two years. At a firm your size, every lost percentage point is felt in partner compensation. Your best clients are asking why they pay hourly rates when other firms offer fixed fees backed by AI-assisted workflows. The firms that capture AI productivity as margin — not pass it through as a discount — retain those clients. The firms that do not lose them.
Meanwhile, your associates are already using ChatGPT and Claude on their own. Ad hoc. Without a firm workflow. Without the training that would let them use the tools well. The productivity gain stays scattered across individuals — the firm never sees it show up in realization, in partner time, or in faster turnaround for the client.
The equity partners are asking about AI in hallway conversations. The malpractice carrier is asking about AI governance at renewal. Both conversations go better when the firm has already done the work.
What your attorneys and paralegals can do after
What your associates, paralegals, and partners do differently the week after we leave.
Associates produce partner-quality first drafts.
Research that took days takes hours. A built-in verification layer catches hallucinated citations before any AI output reaches a partner's desk. Associates understand the tools, understand the ethical guardrails, and run the workflow independently. Zero fabricated citations reach a court.
Contract review catches what manual review misses.
Practice-specific clause libraries flag deviations from your firm's precedent and market standard. Associates run the review themselves. Review time is compressed while the billed rate is maintained. That is direct margin — not a discount.
The firm keeps the money AI saves.
AI cuts the hours. The question is who keeps the savings — the firm or the client. The engagement includes a pricing plan that charges for the value you deliver, not the hours you bill. Firms that solve this first hold onto their top clients. Firms that don't watch those clients move to firms offering fixed fees backed by AI-assisted work.
Paralegals own the docketing workflow.
AI-assisted calendaring catches what manual entry misses. Your staff understands the system and trusts it. Missed deadlines are the single largest malpractice trigger — 38% of suits against law firms trace to calendaring failures. Getting this right protects the firm's carrier renewal every year going forward.
The capability stays after we leave.
Partners, associates, and paralegals know which AI tools to use, when to use them, and how to get real work done with them. They also know where the boundaries are, so the practice operates without new friction. No dependency on an outside consultant six months later.
How an engagement works
Three phases. Each one within the managing partner's discretion.
01
Diagnostic
Four to eight weeks
Five deliverables: an AI-use assessment (including unsanctioned use), a workflow recommendation mapped to where AI will make your attorneys most productive, a partner-meeting memo in your firm's economic language, a practice policy your ethics partner can approve, and engagement-letter language for your jurisdictions.
02
Build and teach
Two to four months
One working system: litigation drafting with verification, contract review with clause benchmarking, transactional drafting from your precedent library, or docketing compliance. Partners, associates, and paralegals trained on the workflow — and on the boundaries that keep it defensible.
03
Expand
As needed
Additional workflows at lower cost. Your people are trained. The governance framework exists. Each additional system is faster to build because the foundation is there.
The architecture under the workflows
Tenant-isolated. Not self-learning. Not trained on client data. Supervision chain documented in every workflow.
Every system we build runs in a dedicated environment for your firm. Your precedent library, matter files, and client communications never enter a training corpus. This is an architectural constraint, not a policy promise.
Every workflow ships with a documented review chain consistent with Rules 5.1 and 5.3 — the supervision posture Opinion 512 and your state-bar opinions expect. Your attorneys are trained on the chain and the reasoning behind it, so the work holds up under an ethics partner review without slowing down the practice.
For firms that need to answer the malpractice carrier, the ethics partner, or the equity partners directly, the Ethics-Alignment Diagnostic produces the Opinion 512 alignment brief, the Rule 1.6(c) posture document, and the engagement-letter language as a stand-alone four-week engagement.
Where to start
Three workflows. Each built for firms at your scale.
Litigation drafting with verification
Contract review and clause benchmarking
Ethics-alignment diagnostic
The next step
A 90-minute working session. You leave with a written assessment specific to your firm.
You describe the problem your firm is facing — associate productivity, realization pressure, the competitive gap on transactional work, or the governance question underneath it all. We describe how we would approach it. You leave with a written assessment specific to your firm's practice mix and economics.
For 10-to-50-attorney firms.
Fixed scope, fixed duration, the capability kept by the firm.