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Live From the Desk: President’s Message It is an honor to serve as your president this year. As I shared in my Change of Gavel remarks, my theme is simple: leaders bring the weather.

We cannot control everything happening around us, but we can control how we show up and the environment we create for others.

I am excited for the opportunity to build on the Capital Chapter’s strong foundation and continue fostering a community grounded in collaboration, growth, and shared learning, Joanna Hurt, President where members feel supported, engaged, and encouraged to contribute.

Whether we have not yet met or have known each other for years, I wanted to take a moment to reintroduce myself. My legal industry career began in 2007 at a small energy boutique in Washington, DC, where I worked as a paralegal. Not long afterward, the firm merged with McCarter & English, and in 2016, I became the DC Office Manager. That same year, I joined the ALA Capital Chapter, which proved to be a meaningful turning point in my career. The relationships I have built and the knowledge I (Continued on the following page)

In This Edition: 1 Live From the Desk: President’s Message 2 New Members 3 Chapter Member Anniversaries 5 Member Spotlight: Christie Albert 6 The IT Costs Law Firms Don’t See Coming 9 Why Law Firm IT Road Maps Break Down After Planning 11 Supporting Inclusive Design in the Workplace 13 The Real Risk for Law Firms: Acting Without a Foundation 18 Risk Management Considerations in Lateral Attorney Hiring

21 The Post-Pandemic Shift: How Managed Service Providers Are Redefining Support for Law Firms Through Hospitality-Driven Workplace Experiences 25 AI -The Stampede Is Slowing - Where to Now? 26 A New Legal Precedent - Design for Wellbeing, Not Just Status 30 Operationalizing the DOL’s AI Literacy Framework 32 Event Wrap Up: Annual Meeting, Change of Gavel, National Conference Reception 35 Upcoming Events 36 Business Partner Listing

President’s Message (continued) have gained through the Capital Chapter have been central to my professional growth. Most recently, in February 2025, I joined Perkins Coie, soon to be Ashurst Perkins Coie, as the Office Business Director in Washington, DC. Over the years, I have been fortunate to deepen my involvement with the Chapter.

From 2019 to 2020, I served as cochair of the Branch Administrators Community. I then joined the Board of Directors, serving as VP-elect and later vice president of Community Services from 2021 to 2022, followed by VP-elect and then vice president of Communications from 2023 to 2024. Each role has deepened my

appreciation for the dedication and talent across this Chapter.

Through ALA, I have gained valuable insight from colleagues and business partners who have generously shared their experience managing people, addressing office challenges, and shaping law firm strategy.

At the national level, I was honored to be selected for the Susan L. French Fellowship Program from 2023 to 2025. This two-year program is designed for members committed to strengthening their personal and professional leadership skills while contributing to the evolution of ALA’s development offerings. The experience as a “Frenchie” challenged me to think

more strategically, lead more intentionally, and contribute more meaningfully.

Thank you for your continued engagement with and commitment to the ALA Capital Chapter. It was wonderful to connect with many of you at the Annual Conference in National Harbor, and I am eager to carry that momentum forward. I look forward to all we will accomplish together in the months ahead, including educational programs, community meetings, networking events, and especially the Toni K. Allen Scholarship Luncheon on July 15, 2026.

WELCOME NEW MEMBERS ` Erik Pelton, Erik M. Pelton & Associates, PLLC ` Trinna Jackson, Human Resources Manager, Klein Hornig LLP ` Kaitlin Murphy, Director of Operations, Holtzman Vogel ` Rodney Jefferson, Office Manager, Arnall Golden Gregory LLP ` Nicole Thompkins, Supervisor, Operations DLA Piper LLP

` Benjamin, Abel Conn, Maciel Carey LLP ` Trinette Bolden, Administration Support Manager, Morgan Lewis and Bockius LLP ` Keona Tucker, Operations Manager,Pillsbury LLP ` Troy Moody, Firm Administrator Jackson & Campbell, P.C.

Joined between February 1, 2025 – April 30, 2026

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Chapter Member Anniversaries We enjoy recognizing our member anniversaries. We thank them for their time and the commitment they have shown to the Chapter. We are grateful to have dedicated and loyal members like them!

5 YEARS ` Karen Lee, Firm Administrator, Carr Maloney PC ` Amanda Treese, Human Resources Manager, Arnall Golden Gregory LLP

10 YEARS ` Rachel Ball, Office Administrator, Hunton Andrew Kurth LLP ` Lorri Holland, Administrator, Walsh Colucci Lubeley & Walsh PC ` Joanna Hurt, Office Business Director, Perkins Coie LLP ` Aaron Majette, Services Support Supervisor, Hyman, Phelps & McNamara, P.C. ` Robin Schmal, Senior HR Specialist, Simpson Thacher & Bartlett LLP

` Jason Morrow, Office Administrator, Thompson Coburn LLP ` Karen Murley ` John Riggleman, Administrator, Caplin & Drysdale, Chartered ` Peter Sackleh, Director, Deloitte University, Deloitte LLP ` Cheryl A. Wisbrock

25 YEARS ` Sharon Alston, Office Manager, Quinn Emanuel Urquhart & Sullivan, LLP ` Susan Geiger, Chief Operating Officer, Kaiser PLLC ` Lisa Maust, Human Resources Manager, Gilbert LLP ` Anjanette Milladge, Regional Director of Administration, Sullivan & Worcester LLP

15 YEARS

30 YEARS

` Wilmara Guido, Director of Firm Operations, Bookoff McAndrews PLLC ` Sushama Pathak, COO, Lerman Senter ` Halle Sabo, Recruiting & Human Resources Manager, Rothwell, Figg, Ernst & Manbeck, P.C. ` Kimberly Santaiti-Potter, Human Resources Manager, Alston & Bird LLP ` June Todd, Human Resources & Benefits Manager, Nixon & Vanderhye PC

` Adrienne Corrothers, Associate Director of Facilities & Administrative Operations, King & Spalding, LLP ` Geneva Hunter, Senior Operations Manager/ Secretarial Services, Skadden Arps ` Mary Sackleh

20 YEARS ` Karen Blitz, Office Administrator, Polsinelli PC ` Nancy Dugan, Firm Administrator, Bredhoff & Kaiser, PLLC ` Deidre Hill, Director of Administration, Franklin Karibjanian Law & DePersis PLLC ` Jennifer Ireland, Human Resources and Recruitment Manager, Keller & Heckman LLP ` Karen Laumoli, Firm Administrator, Wilkes Artis, Chartered

40 YEARS ` Judy Deason ` Marcia Gardy ` Elaine Gregg ` Pennie McKinney, Stein Mitchell Beato & Missner LLP

50 YEARS ` Barbara L. Slaybaugh

55 YEARS ` Jack L. Palmer

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Chapter Leadership President Joanna Hurt Perkins Coie

Vice President, Business Partner Advisory Karen Laumoli Wilkes Artis, Chartered

Vice President, Diversity, Equity, & Inclusion Fawn Elzie Kobre & Kim LLP

President-Elect Emmanuel Adedigba Elias Law Group LLP

Vice President-Elect, Business Partner Advisory Christie Albert Van Ness Feldman LLP

Vice President-Elect, Diversity, Equity, & Inclusion Nicole Rutherford Van Ness Feldman LLP

Immediate Past President Marie Woods Retired

Vice President, Community Services Tania Jose BakerHostetler

Vice President, Communications Christina Weber Munger, Tolles & Olson

Secretary/Treasurer Robert Bieber Wilkinson Barker Knauer LLP

Vice President-Elect, Community Services Kimberly Santaiti-Potter Alston & Bird LLP

Vice President-Elect, Communications

Secretary/Treasurer - Elect Deorsay Pratt Gilbert LLP

CHAPTER STAFF Staff Director Carol Montoya

Executive Director Paul Haaland, CAE

The Capital Connection is published on a quarterly basis for members of the Capital Chapter of the Association of Legal Administrators to provide information for the education and benefit of legal administrators, law office managers, managing partners of law firms, and other law related associations.

Capital Connection is not engaged in rendering legal, financial, tax counseling or advice through this publication. The contents of all articles, letters, videos, and advertisements published in Capital Connection should not be considered endorsements by the Capital Chapter of ALA nor the opinion expressed therein of any products advertised. Contributing authors are requested and expected to disclose financial and/or professional interests and affiliations that may influence their writing position. Articles and materials accepted for publication are subject to editing by the editorial team and become property of the Capital Chapter of the Association of Legal Administrators. Links to Capital Connection may not be shared without permission from the Chapter.

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Member Spotlight

Join us as we learn more about Christie Albert, Director of Operations at Van Ness Feldman LLP. Christie is the chapter’s Vice President-Elect, Business Partner Advisory.

PLEASE SHARE A MEMORABLE EXPERIENCE YOU’VE HAD AS PART OF OUR COMMUNITY.

ALA offered both meaningful professional development and a trusted community of colleagues committed to continuous learning.

Christie Albert Van Ness Feldman LLP Capital Chapter Vice President-Elect, Business Partner Advisory

HOW WERE YOU INTRODUCED TO ALA? I was introduced to ALA several years before officially joining by a prior supervisor. At that time, I attended a handful of educational sessions and began to understand the value of the association.

When my supervisor at Van Ness Feldman began planning her retirement, I formally joined the Capital Chapter and became more actively engaged.

WHAT MOTIVATED YOU TO JOIN THE ASSOCIATION/CHAPTER? As my career progressed, I recognized the importance of staying connected to peers navigating similar operational and administrative challenges.

WHAT DO YOU ENJOY MOST ABOUT BEING A MEMBER OF THIS CHAPTER? The Capital Chapter provides an exceptional network of professionals who are open, supportive, and generous with their knowledge. I value connecting with others who manage comparable responsibilities at their firms, as well as the strong relationships developed with business partners who provide valuable insights and resources. The welcoming nature of the chapter truly sets it apart.

WHAT ADVICE WOULD YOU GIVE A NEW MEMBER TRYING TO MAKE THE MOST OF THEIR MEMBERSHIP? Get involved early. Attend educational programs, introduce yourself at events, and take advantage of networking opportunities. Active participation is where the true value of ALA membership is realized.

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It is difficult to identify just one memorable experience, but more recently, attending the ALA Conference stands out. The educational sessions were insightful, and the networking opportunities strengthened relationships that continue beyond the event.

The sense of community and connection made the experience especially meaningful.

WHAT TRENDS OR CHANGES HAVE YOU NOTICED IN OUR INDUSTRY LATELY? Artificial intelligence continues to significantly influence the legal industry. AI is now being integrated into daily operations to support research, drafting, and efficiency, allowing professionals to work more strategically. As these tools continue to evolve, they are reshaping how we approach our work and adapt to increasing demands.

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Member Spotlight (continued) HOW DO YOU SEE YOUR INVOLVEMENT WITH THE ASSOCIATION/CHAPTER EVOLVING IN THE FUTURE? In fall 2024, I began co‑chairing the Legal Operations Community, followed by serving as co‑chair of the New Membership Committee. I currently serve as VP – Business Partner Advisory‑Elect for the Capital Chapter. I look forward to continuing to grow with ALA, supporting member engagement, and contributing to the chapter’s ongoing success through these leadership roles.

WHAT ARE YOUR FUTURE GOALS?

perform at events throughout the DMV area.

I am focused on continued professional and leadership growth while contributing meaningfully to the organizations and communities I serve, including ALA.

WHAT BOOK, PODCAST, OR RESOURCE WOULD YOU RECOMMEND TO OTHER MEMBERS?

SHARE A FUN FACT OR HOBBY THAT PEOPLE MIGHT NOT KNOW ABOUT YOU. I enjoy dancing and, a little over a year ago, began swing dancing with a local group. We dance for fun and occasionally

I recommend the Mike Robbins podcast. Mike Robbins is a leading expert in leadership, culture, and teamwork, focused on helping organizations build environments where people feel safe, valued, and connected. He has also presented at a past ALA Conference, which further enriched my appreciation of his work.

Business Partner Spotlight

The IT Costs Law Firms Don’t See Coming By afinety A Netgain Company

At the start of a new IT initiative, most law firm budgets make sense.

The tools are selected. The scope is defined. The numbers line up with what the firm expects to spend. On paper, everything looks reasonable.

To be fair, firms are not underinvesting. Technology spending across the legal industry continues to rise, with firms allocating more budget to cloud platforms, security and new capabilities than they have in previous years.

However, once systems are live and attorneys and staff begin using them day to day, the picture

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often starts to shift. Costs creep.

Priorities adjust. Additional support gets pulled in. What looked like a contained investment starts to expand. Not because the plan was wrong, and not because the technology failed.

Some of the most meaningful costs simply aren’t visible during planning. They only become clear once real-world usage begins.

THE GAP BETWEEN PLANNING AND REALITY Most IT planning conversations focus on what can be clearly defined: ` Licensing and subscriptions ` Implementation scope

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` Vendor selection ` Initial timelines These elements are tangible, predictable and relatively easy to model. What’s harder to model is how the firm will actually operate once the system is in place.

Law firms today are working in increasingly complex environments. According to the American Bar Association’s Legal Technology Survey, a majority of firms now use cloudbased tools in some capacity, particularly for document and practice management.

Business Partner Spotlight (continued) At the same time, firms are rarely operating in a single, consistent way. Different practice groups develop their own approaches to managing documents, communication and collaboration over time. Even with standardized systems in place, day-to-day usage can vary widely across the firm.

That variability introduces complexity that is difficult to account for upfront, especially when systems are expected to support multiple ways of working.

None of this is inherently a problem. But it does change how costs show up.

In environments like this, costs are no longer driven solely by what the firm buys. They are driven by how consistently tools are used, how well systems align and how much additional effort is required to make everything work together.

That’s where budgets start to drift.

and local storage. New features are introduced inside existing platforms, while separate tools are also being tested at the practice group level. Over time, different teams solve similar problems in slightly different ways.

Individually, each decision makes sense. Collectively, they create overlap. The result is not a single investment. It is multiple parallel ones, often addressing the same need in slightly different ways.

THE “WE’LL FIX IT LATER” BILL To keep projects moving, firms often defer decisions that feel operational rather than strategic.

Data cleanup may get pushed to a later phase. Folder structures evolve differently

across practice groups. Naming conventions stay flexible to avoid slowing adoption, and migration shortcuts are sometimes taken to meet timelines.

None of these choices is unreasonable in the moment.

But they introduce what’s often referred to as “technology debt,” where expedient decisions create additional cost and effort later.

That cost doesn’t show up all at once. It tends to appear over time, in the form of rework, additional consulting and internal effort spent correcting issues that were easier to address earlier.

FULL COST, PARTIAL ADOPTION Most IT projects succeed at deployment. The system is (Continued on the following page)

WHERE THE UNEXPECTED COSTS ACTUALLY COME FROM These costs are not random. They tend to show up in the same places across firms.

PAYING FOR OVERLAP YOU DIDN’T PLAN FOR As firms add new tools, they rarely remove old ones at the same pace.

A document management system may be implemented, but attorneys still rely on email

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Business Partner Spotlight (continued) live, access is in place and the platform performs as expected.

However, where things start to diverge is in how consistently the system is used.

Some teams follow the intended workflows, while others continue relying on familiar habits. Documents may still be saved outside the system, and collaboration often happens across multiple tools instead of within a single, consistent environment.

Over time, the firm is no longer operating on one system alone. It is operating on a mix of intended workflows and informal ones. This creates a quiet but persistent cost problem. The firm is paying for the full system while still carrying many of the inefficiencies it was meant to eliminate.

This pattern shows up frequently in document management and cloud initiatives, where the technology itself works as designed, but usage varies across the firm.

SECURITY AND COMPLIANCE CATCH-UP Security expectations do not stay static. Over time, clients ask more detailed questions, cyber insurance requirements tighten and certain controls move from “recommended” to expected.

Even firms with strong security programs often find themselves adding tools, documentation or additional safeguards after initial implementation to keep up with those changes.

That gap between what was originally planned and what is

Simplifying the complexities of IT

• Boxtop Private Cloud

SUPPORT AND CONSULTING CREEP Finally, there is the cost that rarely shows up in the original plan: ongoing support.

Internal IT teams often take on more than expected as systems evolve and user needs expand.

External partners may stay involved longer than planned, shifting from project-based work to ongoing support and incremental improvements.

What begins as a defined initiative gradually becomes a steady stream of additional effort.

Individually, these costs may seem manageable. Over time, they accumulate and become a meaningful part of the overall investment.

• Overture Centralized Cloud Management

THE PATTERN BEHIND ALL OF IT

• Managed IT Services

It’s easy to assume these costs are the result of poor planning or the wrong technology choices.

In most cases, that’s not true.

The pattern is simpler than that: most of these costs come from decisions made without full visibility into how the firm actually operates once a system is live.

• Edge Co-Managed IT Services • 360 IT Assessment

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later required is where costs begin to surface. Investments that were not part of the initial scope become necessary to meet client expectations, satisfy insurance requirements or support internal risk management.

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Business Partner Spotlight (continued) Planning focuses on what can be known upfront. Real-world usage introduces variables that are harder to predict, especially in environments where multiple systems, workflows and teams intersect.

This is also where decisionmaking structure matters. When technology decisions are made across different groups without clear ownership or alignment, overlap and inconsistency become more likely.

WHAT FIRMS THAT MANAGE THIS BETTER DO DIFFERENTLY Firms that keep IT costs more predictable are not necessarily spending less, but they have greater confidence that what they are spending is necessary. They

tend to approach decisions with a broader view of what happens after implementation. ` They look beyond licensing and initial deployment when evaluating cost ` They consider how tools will actually be used across different practice groups ` They align workflows and expectations before rollout where possible ` They plan for post-go-live support and adjustment, not just implementation None of this eliminates complexity, but it does reduce surprises.

A DIFFERENT WAY TO THINK ABOUT IT COST Most IT costs do not appear out of nowhere. They appear when

real usage begins. The plan wasn’t wrong. It just wasn’t complete.

For law firms, the challenge is not just choosing the right technology. It is understanding how that technology will function inside the realities of day-to-day work and where additional cost is likely to surface. The more visibility firms have into that phase, the fewer surprises they tend to face later.

Afinety works with law firms to design, implement and support technology environments that align with how attorneys and staff actually work, so costs stay predictable as systems evolve.

If you are seeing costs drift after implementation or want a clearer view of what to expect, reach out to our team for a practical conversation.

Business Partner Spotlight

Why Law Firm IT Roadmaps Break Down After Planning By afinety A Netgain Company Technology decisions inside law firms are rarely made in a single room by a single group. They emerge through committees, informal conversations, urgent emails and well-intentioned exceptions.

On paper, many firms have governance structures in place.

In practice, it is often unclear who actually owns technology decisions once planning ends and execution begins.

That lack of clarity creates risk.

Not because firms are careless, but because modern legal technology moves faster than traditional decision models were designed to handle.

GOVERNANCE IS NOT A POLICY DOCUMENT Many law firms equate technology governance with written policies or standing committees. Those

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are necessary, but by themselves, they are not sufficient.

True governance shows up in day-to-day decisions. Who approves new tools? Who determines acceptable AI use?

Who decides when security controls can be bypassed to keep work moving?

The American Bar Association Legal Technology Survey (Continued on the following page)

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Business Partner Spotlight (continued) continues to show gaps between policy and practice. Firms often have formal rules in place, yet attorneys and staff still make technology decisions independently when processes feel unclear or slow. When pressure hits, governance that exists only on paper tends to fly out the window.

DECISION OWNERSHIP BREAKS DOWN AFTER PLANNING Technology planning cycles usually establish priorities and budgets.

What they often fail to establish is ownership once the year is underway.

As new issues arise, firms struggle to answer basic questions: ` Who has the authority to approve exceptions? ` Who balances speed against risk?

` Who revisits priorities when conditions change?

Research from MIT Sloan’s Center for Information Systems Research on decision rights shows that organizations perform better when decision authority is explicit and understood before disruption occurs. Without that clarity, decisions default to whoever is closest to the problem.

In many firms, IT leaders see the risk early but lack clear authority to intervene. This leaves them responsible for outcomes but without control over the decisions that created them.

AI HAS EXPOSED GOVERNANCE GAPS AI adoption has amplified existing governance weaknesses. Many

firms attempted to delay AI decisions or restrict use entirely.

In reality, attorneys began experimenting anyway, often outside approved systems.

As we’ve said before, banning AI does not stop usage. It simply moves it out of view, increasing risk rather than reducing it. When governance is unclear, firms face inconsistent answers to critical questions about confidentiality, acceptable use and client disclosure. AI did not create this problem. It revealed it.

Many firms start by clarifying ownership for just one decision category, often AI use or security exceptions, before attempting to formalize governance more broadly.

COMMITTEES ARE NOT DECISION ENGINES Technology committees are common in law firms and often well-intentioned. The issue is not their existence, but their design. Committees that meet infrequently or lack clear authority struggle to keep pace with modern technology demands.

Urgent decisions get made outside the process. Long-term priorities get delayed.

CIO research on technology governance emphasizes that committees work best when they function as decision frameworks rather than discussion forums.

Without defined decision rights and escalation paths,

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Business Partner Spotlight (continued) CLARITY ENABLES PROGRESS

committees slow execution instead of enabling it.

In many firms, the most effective committees focus less on consensus building and more on decision escalation when tradeoffs need leadership input.

more effectively rather than chasing every new request.

The goal is not control for its own sake. It is consistency, defensibility and clarity.

WHAT EFFECTIVE GOVERNANCE LOOKS LIKE IN PRACTICE

Technology governance is often framed as an IT responsibility. In reality, it is a leadership responsibility.

Client expectations, security requirements and professional obligations mean technology decisions now carry business and reputational risk. Those risks cannot be delegated entirely to IT teams.

Leadership engagement does not require weekly meetings or a heavy process. It does require agreement on decision rights and visible support when governance is tested.

Firms with effective technology governance tend to share a few characteristics. ` Clear ownership for different types of decisions ` Defined criteria for risk-based tradeoffs ` Alignment between IT leadership and firm leadership ` Willingness to revisit decisions as conditions change Governance is what allows firms to execute fewer initiatives

GOVERNANCE IS A LEADERSHIP ISSUE

Law firms do not need more committees or longer policies.

They need clarity. Clarity around who decides. Clarity around acceptable risk. Clarity around how priorities are enforced when pressure mounts.

When governance is clear, firms move faster with less friction.

When it is not, even well-planned initiatives stall. Technology governance is not about slowing innovation. It is about making sure innovation happens intentionally, consistently and in a way the firm can stand behind.

If your firm is revisiting how technology decisions get made, governance is often the best place to start. Even a short conversation to clarify ownership can make every other initiative easier to execute.

Business Partner Spotlight

Supporting Inclusive Design in the Workplace

By Allsteel/Gunlocke Inclusive Design fosters support for a vast array of individual needs, communicates a sense of security, and permits employees to navigate easily.

Productivity and Comfort: Easy navigation and accessibility has become a prerequisite

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for job seekers and current employees, especially necessary in the minds of millennials and Gen Z. Commitments inclusive efforts are additionally supported by the expectation that creativity and innovation (Continued on the following page)

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Business Partner Spotlight (continued) are fostered when different voices are heard, and disparate perspectives are considered.

Neurodiversity Considerations: Discussions often focus on considerations for cognitive disabilities but may also include considerations for more subtle differences in the way we respond to inputs from the world inputs like color, sound, smell, and space.

Ergonomics: Seating, worksurfaces, and work tools

should have the capability to be properly adjusted and positioned to promote healthy and comfortable working postures.

Privacy Options: Many employees will require places of refuge and low stimulation, even if it is for a short duration.

Designing for Physical Diversity: Since humans have physical dimensional differences (such as ranges in statures, leg lengths, hip widths, and eye heights), product requirements will inevitably vary.

Movement Options: Movement can be helpful for some individuals in allowing focus, promoting attention, and processing information.

Psychological Safety: Psychological safety is required to create environments where a diverse group of individuals feel safe, included, and empowered.

Inclusive Design: Fostering Workplace Diversity and Belonging

CLICK ON EACH PILLAR TO LEARN MORE.

Inclusive Design is a comprehensive approach that aims to create environments that support inclusion, accessibility, and comfort within the workplace. Unlike Universal Design, which seeks to create a single solution accessible to most, Inclusive Design promotes multiple solutions tailored to individual needs, fostering a sense of security and ease of navigation. Key pillars of Inclusive Design include considerations for neurodiversity, trauma-informed design, and physical diversity. These pillars ensure that the workplace accommodates a wide range of individual needs, promoting psychological safety and well-being. By integrating these principles, organizations can create inclusive environments that enhance creativity, innovation, and overall employee satisfaction.

Learn more here.

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Air Quality: Products that minimize VOCs can promote wellness.

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Business Partner Spotlight

The Real AI Risk for Law Firms: Acting Without a Foundation

By Paige Roncke, Chief Revenue Officer, Centerbase

Recently, a managing partner told me, “This AI stuf makes me nervous. One filed mistake and we’re facing possible sanctions.”

He wasn’t wrong. But he wasn’t completely right, either.

As a former attorney now working in legal technology, I understand the tension law firms feel between embracing AI technology and staying risk averse. In law, risk is something to be avoided. In technology, it’s something to be managed and even embraced.

When those two worlds collide, it creates a mindset where innovation feels dangerous.

Every headline about sanctions, hallucinated case law, or rogue

chatbots reinforces the belief that the safest move is to wait. But in today’s economy, the greater risk isn’t taking the wrong step; it’s not taking a strategic one.

AI isn’t a passing trend. It’s reshaping how every industry works, hires, and competes. If legal professionals don’t evolve alongside it, we risk becoming the one industry that clients, talent, and capital leave behind.

According to the 2025 Generative AI in Professional Services report, 42% of law firms say they’re currently using or planning to use generative AI, but 45% have no strategy to implement AI for wide-scale (Continued on the following page)

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Business Partner Spotlight (continued) usage within the next 6 months.

Meanwhile, Gartner says across all industries, global AI spending will reach $1.5 trillion in 2025, underscoring just how quickly this transformation is accelerating.

Adopting AI doesn’t mean diving in blindly. It means moving past fear-based hesitation toward informed, measured progress.

You don’t have to implement AI overnight, but you do need to understand where it’s headed and prepare your firm’s technological foundation now.

This article will help you get started.

THE PSYCHOLOGY OF FEAR: UNDERSTANDING THE ATTORNEY MINDSET To understand why the legal industry has been slower to adopt AI and technology in general, we

Providing unparalleled learning programs and strategies for law firms.

Training that Transforms.

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need to understand how attorneys are trained to think.

Lawyers are conditioned to formulate advice based on what can’t go wrong, not what might go right. We anticipate worst-case scenarios and build safeguards against liability. That mindset has earned our profession its reputation for rigor and trustworthiness.

But when left unchecked, it becomes a barrier to innovation and opportunity.

The irony is that law firm leaders, the people most responsible for pushing their firms forward, are also the ones most liable for mistakes. If a vendor’s AI tool spits out a hallucinated citation or mismanages sensitive data, it’s the attorney, not the software company, that pays the price. The fear is valid, but it’s also paralyzing.

But “strategic avoidance” — the decision to delay engaging

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with AI until it matures — isn’t really a strategy at all. Delaying a decision about AI can seem logical when AI isn’t the first or even the most dangerous risk law firms face today. But while some firms wait, others are modernizing their systems, improving workflows, and quietly preparing to integrate AI when the time is right.

LAWYERS’ TOP 5 FEARS IN 2025 AND HOW TO ADDRESS THEM The top concerns among firm leaders haven’t changed much in decades: 1. Malpractice or ethical violations 2. Loss of firm reputation 3. Revenue leakage due to ineficient operations 4. Client attrition to more modern, tech-enabled firms 5. Team burnout and talent loss due to frustrating, outdated systems

Business Partner Spotlight (continued) Fortunately, the tools to mitigate these risks already exist, and they don’t start with AI: ` A well-implemented technology platform can prevent time leaks, reduce billing mistakes, and ensure audit trails. ` Smart legal workflows and automation tools can make staf feel supported rather than overburdened. ` A firm that ofers modern communication tools, fast response times, and transparent reporting feels safer to clients, not riskier.

These technology platforms for practice management improve operational eficiency and reduce errors, and they ofer a safe, riskaverse way for firms to address their concerns listed above.

Most importantly, these modern systems lay the groundwork for future innovation.

They create the clean, reliable data and standardized workflows that AI depends on. Firms with that infrastructure in place will be ready to move quickly and safely when AI-driven capabilities become the norm, which might be sooner than you expect.

Remember that other industries didn’t leap into AI overnight. They started by modernizing their technology infrastructure with systems that improve visibility, streamline processes, and

create trusted data pipelines.

Once that foundation was in place, layering in AI became the natural next step.

When firm leaders say, “Legal isn’t ready for AI,” my response is simple: AI isn’t waiting for legal to be ready. The pace of change

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outside our industry means that hesitation will soon become the riskiest strategy of all.

The question for law firm leaders isn’t whether to act, but how to act in a way that balances innovation with control.

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Business Partner Spotlight (continued) THE CHALLENGE IS SEQUENCE, NOT SPEED The legal industry is now split into two camps: firms that are hesitating because of ethical and reputational concerns, and firms that are racing ahead to try new AI tools. Both approaches come from the same place — uncertainty. The first group worries about doing something wrong; the second hopes to find a silver bullet. The smarter path is neither one. It’s to act quickly but strategically by modernizing your foundation first.

TWO TYPES OF AI, AND WHY THE ORDER MATTERS There are really two kinds of AI changing how law firms operate: 1. A I for the business side of law automates operational

functions like intake, timekeeping, billing, accounts receivable, and reporting.

2. A I for practicing law accelerates legal work like discovery, research, or drafting briefs.

Most firms are starting with the second category because it’s exciting and visible, but that approach is backward. Without modernizing operations first, firms risk their data becoming fragmented across multiple tools, inconsistent use of the tools, and rising costs without real productivity gains.

Getting the foundation right first is the smarter, more sustainable approach. This way, firms can use operational AI to eliminate non-billable work, streamline cash flow,

and generate insight from their data. Once that foundation is solid, layering in practice of law AI tools becomes more eficient, consistent, and secure.

THE REAL RISK: ACTING WITHOUT A FOUNDATION For firms still waiting for the “right” time to modernize, that moment has already passed.

I’ve spoken with dozens of firms over the past year, including some that are leaning into new technology and AI, some that are still holding out, and some that are adopting point-solution AI tools before their house is in order. What separates them isn’t size, budget, or even vision; it’s the willingness to act in the right order.

The firms that are making meaningful progress are modernizing their core technology infrastructure.

They’re consolidating outdated systems, simplifying workflows, standardizing billing templates, and improving data accuracy.

In doing so, they’re unlocking the benefits of better eficiency, lower burnout, and higher profitability while preparing to adopt AI seamlessly.

Yet even as some firms modernize, others are falling into two avoidable traps: 1. Waiting too long to act: Competitors outpace you.

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Business Partner Spotlight (continued) 2. Adopting AI too quickly without the right foundation: Rushing into adopting multiple point solution AI tools scatters data.

The remedy is the same in both cases: modernize the foundation first. Firms on integrated practice management platforms have a single source of truth, consistent workflows, and clear cost controls, so they can experiment with evolving practice of law AI tools safely, switch as the market changes, and bill appropriately for value delivered.

5 STEPS TO BUILD AI READINESS You don’t need to transform your entire firm overnight, but you do need to begin.

Here’s where to start:

disjointed, or error-prone?

Document your ineficiencies in billing, accounting, calendaring, and time capture. These areas directly afect revenue and client satisfaction, and they often reveal where automation can help most.

1. E valuate Your Data Quality and Access Clean data sets the foundation for getting reliable insights, billing accurately, and remaining compliant—and it’s the only way your firm can really benefit from AI. Start by reviewing how your client, matter, billing, and time data are captured and stored.

Then, identify gaps, duplicates, or inconsistencies that could undermine future automation.

3. Learn from Your Vendors Ask your current technology providers how they’re using AI responsibly. What tools are delivering measurable value?

What’s real and available right now, not just roadmap promises (Continued on the following page)

EXTRAORDINARY LEADERS. INCLUSIVE CULTURES. EN A ED E

LOYEES.

Scan to turn leadership

2. Audit Your Operations Where is your team losing time?

Where are processes manual,

into a competitive advantage.

www.loebleadership.com

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Business Partner Spotlight (continued) or unproven AI features? Focus on products that are practical and align with your ethical obligations.

4. Modernize Your Core Systems First Don’t get distracted by shiny new tools until your technology foundation is solid. Right now, we’re seeing firms adopting new, early-stage tools before fixing their operational backbone. They end up with data scattered across multiple systems and no clear way to manage or bill for the tools.

AI only works when your core systems are clean and reliable.

Focus on modernizing billing and accounting systems, because they’re the financial backbone of your firm. Once these are updated and your data within them is accurate, it’ll be much easier to integrate other tools, scale their usage, and bill your clients properly.

Note: Firms using integrated systems like Centerbase are already taking this crucial step—building a technology infrastructure that supports secure, efficient operations today and prepares them for the innovations of tomorrow.

These steps are realistic, achievable, and strategic. They’ll help you reduce risk, increase clarity, and move at a pace that’s sustainable for your team and your clients.

LEAD WITH STRATEGY

5. Create a Governance Framework for AI Use As your firm begins experimenting with AI tools, establish clear policies for how they’re used. Define which workflows are appropriate for AI, set approval processes, and assign accountability for oversight. Include ethical guardrails for data security, confidentiality, and accuracy. A simple governance plan now prevents future headaches and builds confidence across the firm.

Law firms are entering an era where success will depend not on how fast they move, but on how strategically they do it.

Ethical concerns about AI are valid, but these aren’t the real challenge. The real challenge is focus. The firms that thrive in the next era of legal work will be the ones that lead with readiness by having a strategic technological foundation in place.

The technology and AI tools exist and the roadmap is visible. The moment to begin is now, and the firms that succeed will be the ones that move with a clear strategy.

Business Partner Spotlight

Risk Management Considerations in Lateral Attorney Hiring

By Eileen Garczynski, Esq. Principal EPIC Law Firm Group Lateral attorney hiring has become an increasingly common feature of law firm growth strategies. Firms seek experienced lawyers who can expand practice capabilities, deepen industry expertise, and bring established client

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relationships. When successful, lateral hiring can accelerate growth and enhance a firm’s competitive position without the delay inherent in developing practices organically.

At the same time, hiring a lawyer laterally presents distinct

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professional liability risks.

Matters handled before the attorney joins the firm, as well as client relationships formed elsewhere, may expose the new firm to claims arising from alleged errors, omissions, or unmet client

Business Partner Spotlight (continued) expectations. Although no firm can fully insulate itself from risk associated with a lateral hire’s prior practice, careful planning and adherence to ethical and risk-management principles can substantially reduce exposure.

UNDERSTANDING THE NATURE OF THE RISK The primary concern for a hiring firm is whether it can be drawn into a malpractice claim based on conduct that occurred before the lateral attorney joined the firm. Such claims may arise when a client alleges that an error was made during earlier representation and attempts to attribute responsibility to successor counsel, particularly where the new firm becomes involved before the consequences of the alleged error fully materialize.

Successor liability issues may also surface if a new firm is perceived as having had an opportunity to correct, mitigate, or disclose a prior mistake but failed to do so. Accordingly, the manner in which a firm evaluates, integrates, and supervises lateral attorneys can be as important as the decision to hire them in the first instance.

DUE DILIGENCE AS A THRESHOLD OBLIGATION Thorough due diligence is the most effective means of identifying and managing the

risks associated with lateral hiring. This process should include direct questioning of the candidate regarding prior malpractice claims, threatened claims, disciplinary proceedings, or ethics investigations. Firms should independently verify these disclosures through docket searches, bar records, and other publicly available sources.

Equally important is an assessment of the clients and matters expected to transition with the lateral attorney. Firms should understand whether those clients have historically disputed fees, expressed dissatisfaction with legal strategies, or exhibited patterns of contentious behavior. Clients with unrealistic expectations or a history of conflict may present heightened

risk regardless of the merits of their matters.

Beyond the client relationships themselves, firms should review the substance and procedural posture of the matters expected to transfer. This review should seek to identify potential errors or missed deadlines and assess whether any remedial action remains available. Where issues are identified, firms must consider whether corrective steps are feasible and what ethical obligations may arise in connection with error disclosure.

ETHICAL CONSTRAINTS ON INFORMATION SHARING The due diligence process must be conducted in compliance with applicable ethics rules (Continued on the following page)

CPAs CONSULTANTS WEALTH ADVISORS

CLAconnect.com ©2026 CliftonLarsonAllen LLP. Investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC-registered investment advisor.

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Business Partner Spotlight (continued) governing confidentiality and conflicts of interest. While the Rules of Professional Conduct permit limited disclosure of confidential information to detect or resolve conflicts arising from a change in employment, that exception is narrow. Firms should carefully evaluate whether client consent is required before reviewing substantive client files or discussing sensitive matter details during the vetting process.

Because these ethical issues are fact-specific and jurisdictiondependent, firms should approach information sharing conservatively and consult ethics counsel where appropriate.

THE ROLE OF EXTERNAL SCREENING Where a lateral attorney brings

a substantial book of business or practices in an area with elevated malpractice risk, firms may determine that internal vetting alone is insufficient. In such circumstances, engaging an experienced lateral-hire screening service may provide a more efficient and systematic review of both attorney history and client matters.

THE ROLE OF INSURANCE When a lateral hire leaves a firm, the former firm (as long as it is still in operation) usually provides an extended reporting period (ERP) a/k/a tail coverage, as part of their claims made malpractice insurance policy. This coverage ensures the departing attorney is protected against lawsuits filed after they leave for work done

while they were at the old firm. If the former firm has closed or does not include former employees, the lateral hire may need to purchase an Extended Reporting Endorsement (tail) to cover the work it did for its former firm.

The lateral hire might also look to their new firm for their prior acts coverage. The new firm may want to see if it can purchase a lateral hire endorsement. A lateral hire endorsement modifies the Lawyers’ Professional Liability policy to extend coverage to a newly hired attorney for legal services they performed before joining the new firm. It ensures that the firm’s insurance policy, rather than the firm’s own assets, responds to claims related to the hire’s previous work. Coverage is generally conditioned upon the lateral hire: (a) Having maintained continuous “claimsmade” coverage in their previous positions. (b) Being approved by the new firm’s insurance carrier through underwriting.

STRUCTURING THE TRANSITION AND NEW ENGAGEMENTS Once a firm decides to proceed with a lateral hire, careful attention should be given to client communications and engagement documentation. Notifications regarding the attorney’s move must comply with jurisdictional ethics requirements, and

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Business Partner Spotlight (continued) firms should ensure that these communications accurately describe the new firm’s role.

Incoming matters should be treated as new engagements.

Engagement agreements should clearly state when the attorneyclient relationship with the new firm begins and delineate the scope of representation in light of the matter’s procedural history.

Language characterizing the firm as successor or replacement counsel may be significant if disputes arise concerning responsibility for prior events.

Although some firms may consider provisions aimed at limiting liability, such clauses are subject to strict ethical limitations. In many jurisdictions, prospective limitations on malpractice liability are prohibited or permitted only under narrow conditions, such as when the client is independently

represented. Firms should review their jurisdiction’s version of Model Rule 1.8(h) before including any such provisions.

POST-HIRE REVIEW AND ONGOING OVERSIGHT Risk management does not end once the lateral attorney joins the firm. Firms should promptly assign responsibility for reviewing incoming matters to determine whether immediate action is required to protect client interests.

If a prior error is correctable, the firm’s failure to act may complicate or defeat defenses otherwise available in a malpractice action.

Where correction is not possible, firms must address their ethical obligations regarding client notification and evaluate whether continued representation is appropriate. These decisions should be made deliberately, with attention to both professional

responsibility requirements and the firm’s long-term risk profile.

CONCLUSION Lateral hiring offers meaningful benefits, but it also carries inherent professional responsibility challenges. No combination of due diligence, documentation, or insurance can completely eliminate the possibility of inherited liability.

However, firms that approach lateral hiring as a structured risk-management process— rather than a purely business decision—can significantly reduce their exposure.

By consistently applying careful vetting, ethical discipline, thoughtful engagement structuring, and prompt post-hire review, firms can better position themselves to enjoy the advantages of lateral growth while managing the risks that may accompany it.

Business Partner Spotlight

The Post-Pandemic Shift: How Managed Service Providers Are Redefining Support for Law Firms Through Hospitality-Driven Workplace Experiences

By Striden The legal industry is undergoing a profound transformation, one that extends far beyond billable hours, case management systems, or real estate footprints.

In the wake of COVID-19, law firms have redefined what it

means to “return to the office.”

No longer is the workplace simply a destination for individual productivity; it has evolved into a dynamic hub for collaboration, client engagement, and hightouch experiences.

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At the center of this shift is a growing expectation: the office must now function with the precision, polish, and personalization of a luxury hotel or fine dining establishment. This (Continued on the following page)

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Business Partner Spotlight (continued) evolution is fundamentally changing how managed service providers, like Striden, support law firms, and raising the bar for what operational excellence truly looks like.

THE OFFICE AS A DESTINATION, NOT AN OBLIGATION Prior to the pandemic, daily office attendance was largely routine. Attorneys, paralegals, and administrative staff occupied desks, conducted meetings, and interacted with colleagues in predictable ways. Today, hybrid work has disrupted that norm.

Employees are no longer coming into the office simply to sit at a desk, they are coming in with purpose.

That purpose is centered around: ` Client meetings

` Team collaboration ` Practice group strategy sessions ` Training and development ` Firm-wide events and gatherings As a result, office utilization has become more episodic but significantly more experiencedriven. When people do come in, the stakes are higher. Meetings must run flawlessly.

Client impressions must be exceptional. Every touchpoint matters.

This shift has created a new operational demand: law firms must deliver a premium, hospitality-led experience every time someone walks through the door.

FROM RECEPTION TO CONCIERGE: ELEVATING THE FRONT DOOR EXPERIENCE One of the most visible, and impactful, changes is happening at the front desk.

The traditional receptionist role, once focused on answering phones and greeting guests, is being reimagined into something far more strategic: a concierge-level position responsible for shaping the entire arrival experience.

Today’s front-of-house professionals are expected to: ` Greet clients and guests with a polished, personalized approach ` Anticipate needs before they are expressed

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` Coordinate meeting logistics in real time ` Serve as the central communication hub between attorneys, clients, and internal teams ` Manage visitor flow with discretion and professionalism In many ways, they are the “face” of the firm, setting the tone for every interaction that follows.

Managed service providers are responding by investing in highercaliber talent, emphasizing soft skills, emotional intelligence, and hospitality training alongside traditional administrative capabilities. The result is a more sophisticated, service-oriented role that mirrors the standards of luxury hospitality environments.

THE RISE OF HOSPITALITY TEAMS WITHIN LAW FIRMS Beyond reception, law firms are increasingly building, or outsourcing, dedicated hospitality teams to support the growing complexity of in-office experiences.

These teams are no longer limited to basic conference room setups. Instead, they are orchestrating end-to-end meeting and event execution, including: ` Catering coordination, from vendor selection to dietary accommodations ` Audio-visual setup and troubleshooting, ensuring seamless presentations

Business Partner Spotlight (continued) ` Room configuration and resets to match the tone and purpose of each meeting ` Guest services, including coat handling, beverage service, and wayfinding ` Off-site event planning, from client dinners to firm retreats The expectation is clear: every meeting should feel intentional, elevated, and effortless for attorneys and clients alike.

This level of service requires a different skill set than traditional office support roles. It demands individuals who can think proactively, adapt quickly, and operate with a high degree of polish under pressure.

WHY THIS SHIFT MATTERS FOR LAW FIRMS The move toward hospitalitydriven operations is not simply about aesthetics or convenience, it is a strategic imperative.

Law firms operate in a highly competitive environment where client relationships are paramount. In-person interactions, particularly for highvalue clients, remain a critical differentiator. A seamless, highend experience can reinforce trust, professionalism, and attention to detail, qualities that clients expect from their legal partners.

Conversely, a disorganized or underwhelming experience can undermine even the strongest legal expertise.

Additionally, the internal impact cannot be overlooked. Attorneys and staff are more likely to embrace in-office work when the environment is engaging, well-supported, and conducive to collaboration. A thoughtfully executed workplace experience can enhance morale, productivity, and retention.

This partnership model allows law firms to elevate their service delivery without overburdening internal teams or diverting focus from core legal work.

TECHNOLOGY AS AN ENABLER, NOT A REPLACEMENT

THE ROLE OF MANAGED SERVICE PROVIDERS IN THIS NEW LANDSCAPE As these expectations evolve, managed service providers are playing an increasingly strategic role in helping law firms adapt.

Historically, providers focused on operational efficiency, staffing mailrooms, copy centers, and reception desks. While those services remain essential, the scope has expanded significantly.

Today, providers like Striden are delivering integrated workplace solutions that blend operational expertise with hospitality excellence. This includes: ` Recruiting and training hospitality-focused talent ` Implementing standardized service protocols to ensure consistency ` Leveraging technology to streamline workflows and communication ` Providing scalable support for peak periods, such as large meetings or events ` Offering strategic insights

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to continuously enhance the workplace experience

While the human element is central to this transformation, technology plays a critical supporting role.

Modern workplace platforms enable: ` Real-time meeting room bookings and resource allocation ` Visitor management systems that streamline check-in and enhance security ` Integrated communication tools that keep hospitality teams aligned ` Data analytics to track utilization, service levels, and opportunities for improvement However, technology alone cannot deliver a premium experience.

It must be paired with skilled professionals who can interpret and act on information in a way that feels seamless and personalized.

In this sense, technology serves as an enabler, freeing up hospitality teams to focus on high-value interactions rather than administrative tasks.

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Business Partner Spotlight (continued) FLEXIBILITY AND SCALABILITY: MEETING THE DEMANDS OF A HYBRID WORLD One of the defining characteristics of the postpandemic office is variability.

Some days, a law firm’s office may feel quiet and underutilized.

On others, it may be bustling with client meetings, internal events, and visiting attorneys. This fluctuation creates challenges in staffing and resource allocation.

Managed service providers address this by offering flexible, scalable solutions. Whether it’s deploying additional hospitality staff for a major event or adjusting service levels based on daily demand, providers can help firms maintain consistency without unnecessary overhead.

This agility is particularly valuable for law firms, where scheduling can change rapidly and unpredictably.

THE CONVERGENCE OF WORKPLACE AND BRAND EXPERIENCE Another important dimension of this shift is the alignment between workplace experience and brand identity.

Law firms invest heavily in their reputation, through marketing, thought leadership, and client service. The physical office, and the experience it delivers, is an extension of that brand.

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A well-executed hospitality model reinforces key brand attributes such as: ` Attention to detail ` Professionalism ` Responsiveness ` Client-centricity From the moment a client enters the space to the conclusion of a meeting or event, every interaction contributes to their perception of the firm.

Managed service providers are increasingly attuned to this connection, working closely with clients to tailor service delivery to reflect their unique culture and values.

LOOKING AHEAD: THE FUTURE OF LAW FIRM OPERATIONS As the legal industry continues to evolve, the emphasis on hospitality-driven workplace experiences is unlikely to diminish.

In fact, it is expected to become even more pronounced.

Key trends shaping the future include: ` Greater integration of hospitality and workplace management functions ` Continued investment in hightouch, client-facing roles ` Expansion of off-site and experiential events ` Increased reliance on data to refine service delivery ` Ongoing demand for flexible, scalable support models

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For managed service providers, this represents both an opportunity and a responsibility.

Success will depend on the ability to blend operational rigor with hospitality excellence, delivering not just services, but experiences that truly differentiate their clients.

CONCLUSION The post-COVID office is no longer defined by occupancy, it is defined by experience.

For law firms, this means rethinking how their spaces are staffed, supported, and activated.

It means recognizing that every meeting, every event, and every client interaction is an opportunity to reinforce their brand and build stronger relationships.

Managed service providers like Striden are at the forefront of this transformation, helping firms navigate the shift with innovative solutions, elevated talent, and a deep understanding of what modern workplace experiences demand.

In this new era, success will not be measured solely by efficiency or cost savings, but by the ability to deliver seamless, high-end experiences that rival those of the world’s best hotels and restaurants.

Because in today’s legal landscape, how a firm operates is just as important as the legal expertise it provides.

Business Partner Spotlight

AI, the Stampede Is Slowing. Where to Now?

By Aldebaran Group Artificial Intelligence creators are envisioning and promoting a future in which AI is everywhere and embedded in almost every aspect of our daily lives. The expansion of AI has felt like a stampede, with AI implementations charging forward with little control or direction. A lot of people felt pressure to stay ahead of AI for fear of being crushed.

The AI stampede has many of us dissatisfied and underwhelmed.

Some of us see more risk than reward. The stampede seems to be slowing. Where do we go now?

AI as a technology and industry is no longer new. There is a general understanding of what AI claims to be and a coalescing set of AI industry leaders. The AI stampede, however, has led to disappointing results. According to CIO Magazine, over 90% of AI initiatives have failed to create a positive return on investment (ROI). The technology itself is to blame in part, by failing to perform to expectations, but the rush to implement is also part of the problem. Most of us have been

caught up in the stampede and have struggled to find unqualified successful uses for AI.

Here are some suggestions for improving your experience with AI.

AI IS A TOOL, NOT AN ANSWER

THE STAMPEDE IS OVER (MOSTLY) The stampede has slowed for most of us, and we’re left in the settling dust wondering what to do next. We’re a bit frustrated and feel AI should be doing more for us. On the flip side, we generally feel like we should be doing more with AI. The struggle is real. AI rollouts have been oversold and under-planned.

Now is the time for judgement and direction. If you have been disappointed using AI, felt like you weren’t getting the results you wanted and have it gathering dust in the corner of your PC, consider giving it another go.

` Expect AI to help you get to your end goal, don’t expect it to be the final answer. ` Understand the limitations of the tool.

• Understand it isn’t always correct.

• Information may not always be current.

• It is not necessarily a secure environment and could expose you or your firm to risks. ` Treat AI like a helpful assistant, not as a trusted authority.

USE AI WHERE IT SHINES ` Drafting routine emails and announcements. ` Re-writing policy or procedure documents (for your review). ` Creating example data for training and testing. ` Drafting job descriptions. ` Researching and surfacing ideas and data about a subject.

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Business Partner Spotlight (continued) ` Iterating and refining repeatedly without human frustration. ` Helping prepare workflows. ` Aiding in advanced use of applications. ` Responding to well-structured prompts that: • Define the role the AI is performing • Define the task • Specify restraints and/or limitations • Specify the desired output Example: “You are assisting a legal administrator at a 75-personlaw firm. Draft a professional email reminding attorneys to submit time entries daily. Keep the tone polite but firm and limit it to one short paragraph.”

AVOID USING AI WHERE IT STRUGGLES ` Compiling information where completeness and accuracy is essential. ` Returning the same answer to the same question time after time. ` Doing exactly what you

tell it to do. ` Taking over a specific task and completing it without oversight.

(usually) but untrusted third party. ` Challenge AI.

USE AI SAFELY

Example 1: After getting a response from your AI tool, ask it to cite the source of its response.

Do Not: ` Enter client information, personal information, matter details, contracts communications or privileged information – Unless your IT provider has confirmed your AI is a secured environment. ` Assume AI tools are confidential by default. ` Use free or consumer-level AI tools at work.

Do: ` Replace names and specific information with placeholders (e.g., “Client A,” “Matter X”). ` Follow firm policies on approved tools and data handling. ` Check with your IT provider whenever you are unsure about the safety and security of what you are doing. ` Check your AI tools settings to confirm your data is not being used for model training. ` Think of AI tools as a smart

Example 2: After getting a response from your AI tool, ask it, “On a scale of 0 to 100, how confident are you that your response is accurate?”

If it’s a percentage that’s lower than you’re comfortable with, ask your AI tool to provide a more accurate response.

YOU ARE WELL EQUIPPED TO SUCCEED The ALA members we meet at networking events are uniquely positioned to use AI successfully.

The skills that make you successful in your work – organization, judgement, risk awareness, communication, project management and process thinking – all translate well into using AI. Your IT team can help you procure, secure and interact with AI. You are well positioned to do the rest.

Business Partner Spotlight

A New Legal Precedent Design for wellbeing, not just status | By Steelcase The legal industry has been known for its demanding work culture, where putting in 80

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or more hours a week was often the norm. The pursuit of partnership often came at the

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cost of personal relationships and overall wellbeing.

However, the global health crisis served as a catalyst for change, prompting legal professionals to reassess their priorities. According

Business Partner Spotlight (continued)

Community space: The community center serves as a central​hub for the firm—a place where everyone in the firm can meet and work.

to the American Bar Association, compensation is no longer the most important consideration when deciding where to work — a healthier work-life balance is, including more flexible schedules. 65% say they expect to work remotely two to three days a week.* This concerns leaders who cite developing firm culture in a hybrid workplace is their biggest challenge.** “For decades law offices looked the same. Stately private offices, palatial conference rooms and imposing lobbies were the norm, designed primarily as a tool to demonstrate status and prestige for clients. Firms now are being more responsive to employees’ needs, using a more human-centered approach,” says Keith Bujak, principal researcher, Steelcase WorkSpace Futures. Bujak led a research project to understand how the workplace can better accommodate law practitioners’ changing needs. The research was conducted in the U.S.

Private office: The private office within the law profession is changing as ​firms evolve the purpose and function of ​ the private office in a hybrid world, which needs to support both focus work and collaboration. This private office lets you easily switch between individual and collaborative work, with both in-person and remote participants.

and Canada and included primary and secondary sources.

The rapid adoption of new technologies is driving change. The majority (66%) of firms expect to increase spend on technology to support a more flexible working environment, with IT security and networking capabilities being the top priorities.* “The pandemic accelerated digital transformation,” says Bujak. “No longer dependent on paper and desktop computers, mobile technology allows people to work anywhere.”

According to a 2022 Steelcase study, the majority of law practitioners in the U.S. and Canada are working in the office three or more days a week (among the highest, compared to other industries), and they say they are coming in to collaborate and connect with others. Those who come in two days or less also cite collaboration as their top reason, but also rank social activities very high.

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Law offices need to ensure spaces are optimized for all these activities and accommodate new work behaviors, says Bujak. “It’s no longer enough to just have an impressive office for clients. Law firms need to create nurturing experiences for people that feel more human.” This shift from status to performance has firms looking more inwardly towards their employees and exploring how space can enhance wellbeing and work performance.

NEW WORKPLACE EXPERIENCE DRIVERS Steelcase researchers identified three factors driving the new workplace experience. Law firms need to design for: Inclusion All voices should be part of the conversation to identify everyone’s needs and design spaces that support unique work processes.

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Business Partner Spotlight (continued) Flexibility New talent is attracted by flexible work schedules and the ability to work and connect in different locations which requires more flexible space, tools and technology.

Wellbeing Emerging values require a nurturing work experience that is regenerative.

People expect to feel better after a

day at work and they need spaces where this can happen.

STEELCASE RESEARCH HAS IDENTIFIED HOW SPACES NEED TO CHANGE TO BETTER ACCOMMODATE LAW PRACTITIONERS’ NEEDS. Community Spaces This central hub is new for most

Private office: Integrated technology in a private office creates a seamless experience for both in-person and remote participants.

law offices. Ideally situated in a prominent location, it’s designed to bring people together, nurture culture, provide an authentic view into the firm while demonstrating to clients a high level of professionalism. This highperforming space supports mobile technology and is meant to be used by everyone to get work done, meet with peers, regenerate and host community-building events.

Private Office Hybrid work has changed the purpose of the private office and shrinking office sizes need to do more​. Previously designed mostly for focus work, private offices now need to support multiple work modes and enable people to seamlessly shift between focus and collaboration, host both inperson and remote colleagues, express their personal brand and personality, and provide storage.

Conference Center Traditionally designed to project prestige, now the Conference Center needs to act as a highperforming multifunctional space that supports relationship building.

Flexible furniture and technology create spaces that support hybrid work, meetings, training sessions and community events, while still reflecting the firm’s brand.

Private office: Intentionally-placed shelving for personal artifacts and photos create a professional and authentic video background that allows legal professionals to express their brand and personality.

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Virtual Courtroom The pandemic catalyzed the use

Business Partner Spotlight (continued) of videoconference technology to interact with the court system.

The Virtual Courtroom allows legal professionals to connect virtually to live court proceedings and fully participate by creating a more equitable experience for everyone.

Wellness Hub As partners recognize a greater need to nurture and support their employees’ wellbeing, Wellness Hubs have started to emerge in law offices. These destinations provide a naturally-calming environment for both the body and mind to help people do their best work. Diverse settings (both open and enclosed, range of seating options, etc.) reflecting the specific needs for employees’ wellbeing support inclusion and psychological safety.

Law firms are adapting to support a hybrid workforce and have realized their offices need to evolve and do more. They’re breaking away from what Cushman & Wakefield call “the traditional mode of a one-size-fits all model” and recognizing “the importance of the office as the ‘firm anchor,’ a focal point of firm culture, for training, mentorship and collaboration.”* Steelcase WorkSpace Futures Researchers Patricia Kammer and Keith Bujak contributed to this study. *Cushman & Wakefield’s 2022 National Legal Sector Benchmark Survey Results **Georgetown Law

Conference Center: This conference room projects tradition and prestige when meeting with clients but can also be a hardworking multifunctional space for training sessions and community events. ​

Conference Center: Hosting elements make this space feel special and prestigious, while providing an intentional place for food and beverage for social connections during meetings. ​​

Virtual Courtroom: This table shape (Ocular Conference Table) allows legal professionals to connect virtually to live court proceedings with a clear view of the content and remote participants and effectively participate.

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Business Partner Spotlight

Operationalizing the DOL’s AI Literacy Framework

By Traveling Coaches The U.S. Department of Labor (DOL) recently released a national AI Literacy Framework. This voluntary blueprint is designed to prepare the American workforce for AI-enabled work, signaling a shift where digital proficiency is no longer an elective—it is a baseline requirement. For law firm leadership, the framework clarifies that literacy is defined not by the software you purchase, but by how your team is prepared to interact with it.

At the center of this new standard is Prompt Engineering.

It is the critical skill that bridges the “Execution Gap” between having an AI tool and realizing verifiable mastery in a legal environment.

DEFINING LITERACY THROUGH THE DOL LENS The DOL Framework defines AI literacy as a cohesive system of understanding how AI works, how to use it safely, and how to supervise its output. In a high-stakes profession like law, this requires moving beyond “AI curiosity” toward Applied Workflows.

Prompt engineering is the language of this interaction. It allows an attorney to move from generic summaries to generating high-fidelity, practice-specific

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work product that meets the firm’s rigorous standards.

responsible use, and how to evaluate and verify AI outputs.

MOVING BEYOND “SOFTWARE INSTRUCTION” TO VERIFIED READINESS

AI Tool Training: Hands-on, in-context training that helps professionals apply approved AI tools in their real workflows while maintaining firm standards.

Fulfilling the DOL’s mandate requires more than giving a workforce a login; it requires a strategic partnership that builds human infrastructure. This is where our team of training experts jumps in alongside your legal teams to operationalize every step of the national blueprint.

Rather than offering generic “how-to” sessions, we act as a fractional extension of your firm, integrating directly into your strategy to deliver customized training for every AI tool in your stack (from Microsoft Copilot to Harvey and ndMax).

How our experts equip a ready workforce: AI Adoption Strategy Consulting: Change management and planning to guide implementation, including sponsor enablement (leadership alignment), communications strategy, learning plans, support structures, and success metrics.

Responsible & Effective Use of AI: A foundational session covering AI principles, firm-approved tools and policies,

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Prompting for Better Results: Practical prompt engineering that teaches participants to set clear goals, provide context and sources, define expectations, and use repeatable frameworks and techniques to direct AI effectively and reduce rework.

Validating AI Output: A riskbased approach to supervising AI output—how to classify what AI produced, spot common failure modes, and apply practical validation moves.

AI Innovation Labs & Continuous Reinforcement: Facilitated workshops to explore and prioritize practice and department-specific AI use cases, supported by webinars, job aids, and self-paced resources that create an ongoing pathway for continued learning as tools evolve.

THE THREE PILLARS OF MODERN AI PROFICIENCY To meet the national standard,

Business Partner Spotlight (continued) an effective educational roadmap must focus on three domains: 1. C ritical Interaction (The Art of the Prompt): Mastering techniques that reduce “hallucinations” and ensure output is anchored in approved data.

2. Strategic Supervision: Moving from passive acceptance of AI output to active, expert oversight and verification.

3. Role-Based Application: Ensuring senior partners, associates, and staff master the specific prompting skills required for their actual day-today workflows.

A CALL TO CAPABILITY The DOL AI Literacy Framework is a call to action to treat digital proficiency as a core capability, not a default skill set. By focusing on prompt engineering excellence, firms can reclaim billable capacity, mitigate risk, and sustain a culture where professionals lead with technology rather than reacting to it.

About Traveling Coaches For 30 years, Traveling Coaches has been the legal industry’s most trusted partner for user adoption and professional development.

We have helped over 150 of the AmLaw 200—and 87 of the

AmLaw 100—empower their people to master the technology and leadership skills required to thrive in a high-pressure, highstakes environment.

Through our signature Premier Learning program, AI Adoption strategy, and the AI-driven rehearsal platform LegalMind+, we bridge the gap between technical investment and organizational performance. At Traveling Coaches, we don’t just teach; we build the strategic roadmaps that turn innovation into a competitive advantage.

Get started today!

WELCOME TO OUR NEW BUSINESS PARTNERS!

Silver Level

All Covered – allcovered.com

Associate Level District Moving districtmoving.com

Frontline frontlinems.com

Haworth haworth.com

re District re-district.com

MG Moving Services myguysmoving.com

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The Capital Connection

May

Q2 2026

31

Event Wrap Up

Annual Meeting Our Annual Meeting took place this year at Teddy & The Bully Bar; the chapter approved its Board of Directors Election slate and had a great lunch and networking as well.

Click here to see all of the photos from the Annual Meeting.

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Event Wrap Up (continued)

ALACC Change of Gavel We officially passed the baton between boards at the Change of Gavel Luncheon at Joe’s Seafood, with new President Joanna Hurt taking the gavel from outgoing President Marie Woods, and the new 2026-2027 Board of Directors taking their seats.

Click here to see all of the photos from the Change of Gavel.

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The Capital Connection

May

Q2 2026

33

Event Wrap Up (continued)

ALACC Joint Chapter Reception The Capital Chapter welcomed ALA members from the Boston, New York City and Philadelphia chapters (and a few others) to a reception on the first evening of this year’s ALA Annual Conference. It made for a lively opening to the conference.

Click here to see all of the photos from the Joint Chapter Reception.

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UPCOMING EVENTS For more information and to register for these events, please visit the Event Calendar on our website. We hope you can join us!

MAY

JULY

5/28 Don’t Tell Your Attorneys.

AI Isn’t Only About Them!

7/2 Legal Operations Community Meeting 7/7 DEI Community Meeting 7/8 Reimagining Your Leadership with AI JUNE 7/14 HR Community Meeting 6/2 Haworth Wine Tasting and Showroom 7/15 Toni K. Allen Presentation and Lunch Affordances Experience 6/2 DEI Community Meeting AUGUST 6/4 Legal Operations Meeting 8/4 DEI Community Meeting 6/11 Education Session: Turning Drizzle 8/6 Legal Operations Community Meeting HR Community Meeting Into Downpour: Coaching Attorneys to 8/11 Become Firm Rainmakers 6/14 HR Community Meeting SAVE THE DATE 6/15 Paid Leave in the DMV September – Business Partner Appreciation Event 6/23 Trust by Design: Practical AI Governance and Change Management

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The Capital Connection

May

Q2 2026

35

Business Partner Listing

Thank You to Our Business Partners Gold

Silver

Associate

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