AI for Small Law Firms: Work Smarter, Cut Costs, Win More
Kate Bell
Your Law Career Is a House of Cards Without a Book of Business
Brittany Green
Do We Still Need Trial Court Judges? Or Is It Time to Let AI Take the Bench?
Jason Ostendorf
Elevate Everyone You Encounter Neal Bookspan
Strategic Implementation: Turning Legal AI Vision Into Reality
Melissa Koch
Yes, Your Referrals Are Actually Validating You on Google First
Robyn Addis
Attorney of the Month
Brian Chase, Bisnar Chase Newport Beach
Built to Win, Driven to Serve
If you’re a judge reading this, take a breath. The goal here isn’t to paint you as the problem. Quite the opposite. The best judges—the ones who believe in the rule of law, who sweat the details and carry the weight of their decisions—are the very reason this question deserves serious thought.
Could a well-trained AI, with full access to case law, statutes, and party filings, deliver more consistent, more affordable, and more impartial trial-level decisions? Could it even outperform us?
Let’s test the idea—not out of disrespect for the bench, but out of respect for justice itself.
A System Rooted in Humanity— For Better and Worse
Our trial courts were built around human judgment. That made sense when typewriters ruled and precedent lived in books. But in a world of real-time language models and digital archives of every decision ever issued, we must ask: is tradition alone a good enough reason to keep relying on one person’s memory, mood, and mindset to decide the most important matters in people’s lives?
And more provocatively: how much longer can we pretend that “human discretion” is inherently better than structured logic?
The Case for AI in the Trial Courts
1. It’s cheaper. Much cheaper. Judges are well-paid—and they should be, given the gravity of their role. But with salaries north of $150,000 annually (not including staff, clerks, or pension obligations), trial courts are expensive to operate. An AI model capable of evaluating briefs, applying precedent, and issuing draft opinions could cost as little as $15–$50 per month. That’s not an argument to devalue human labor—it’s a fiscal reality that deserves attention in an era of strained public budgets.
2. AI has infinite recall. When asked to synthesize multiple cases and statutory provisions, a judge may lean on memory, experience, or a clerk’s memo. An AI, however, doesn’t forget. Give it full access to the Westlaw archive,
Do We Still Need Trial Court Judges? Or Is It Time to Let AI Take the Bench?
by Jason Ostendorf
or just upload the controlling authorities—and it can trace doctrinal threads with surgical precision. It’s not that AI is smarter than a judge. It’s that it doesn’t tire, doesn’t forget, and doesn’t rely on gut instinct.
3. No more bias. No more guesswork. Even the most conscientious judges can’t fully escape implicit bias. Whether it’s fatigue, frustration, or unconscious favoritism, human decisions are colored by context. In some trial courts—particularly family law—discretion is so vast that outcomes can shift dramatically depending on who’s presiding. As any lawyer for child custody appeals knows, the abuse of discretion standard makes reversals exceedingly rare. That discretion, for better or worse, can hide all manner of biases behind legally sufficient reasoning—meaning uttering the right magic words on the record before stating the ruling.
AI doesn’t play favorites. It doesn’t get annoyed at an attorney’s tone. It doesn’t rush a decision because the docket is heavy or lunch is late. It just applies law to fact.
4. No clerks, no court reporters, no translators. Realtime AI transcription is already approaching—if not surpassing—human court reporter accuracy. Add in multi-language translation capabilities, and you remove barriers for non-English speakers while capturing an immediate, searchable record. That’s not science fiction. That’s off-the-shelf capability today.
If you’re an appellate lawyer, imagine not having to explain to your client why they need to pay $4,000 or more for a transcript, on top of your legal fees. Instead, within one minute of the court proceeding ending, an automated email delivers a near-perfect transcript for free. It doesn’t matter how long the hearing lasted, how many objections were raised, or how many different languages were spoken—the transcript is in your inbox before you even leave the courtroom, and it didn’t cost a dime.
5. It’s not about replacing judges. It’s about improving justice. Some will read this and assume it’s an attack.
That’s not the point. The point is that our justice system owes its stakeholders—litigants, taxpayers, and even judges themselves—an honest look at whether technology can help us deliver fairer, faster, and more consistent decisions. And in many contexts, AI can.
Addressing the Objections
“But judges bring empathy.”
Empathy, when misapplied, becomes bias. Justice isn’t supposed to turn on how sympathetic a party appears. The law should drive outcomes, not emotion—particularly in systems built on predictability and equal treatment.
“But what if the AI makes a mistake?”
So do humans. The difference is: AI can be audited. Every line of reasoning, every logic path, every weighted factor— visible. Line by line. Judges, by contrast, are black boxes. We can’t scan their thoughts or feelings, or decode what really swayed them in chambers. Maybe someday we’ll be able to render human emotion and bias into something measurable. But until then, only one system gives us source code we can read—and fix.
“But what about oral argument?”
Let lawyers still present live or recorded arguments. AI can evaluate not just the words, but tone and demeanor—perhaps more objectively than a fatigued bench at 4:45 p.m.
A Modest Proposal: Let’s Pilot It
Start small. A hybrid system in a civil docket. Judges review and override AI recommendations only if necessary. Track results. Measure appeal rates. Benchmark timelines. See whether litigants find the outcomes fairer, faster, and more consistent. Justice demands humility—and the courage to improve even what we think works.
Final Word: Know Thy Judge? Or Know the Law?
Today, experienced attorneys know which counties lean conservative, which judges dislike certain arguments, and how to “read the room” rather than just cite the rule. That’s a problem. You shouldn’t have to know your judge. You should only have to know the law.
AI might not be perfect. But it doesn’t need to be perfect to be better. It just has to be consistent, transparent, and free of personal agenda. That alone would be a revolution. n
Jason Ostendorf is dedicated attorney that protects clients’ rights through strategic advocacy, with a particular focus on civil, criminal, and family appeals. As a top Maryland appellate attorney, Jason represents individuals seeking justice in the appellate courts, where written arguments, procedural precision, and legal analysis are paramount. Learn more at www.ostendorflaw.com.
The gap between AI’s promise and its practical implementation in legal organizations is substantial. After 25 years designing and deploying technology solutions in legal environments, I’ve observed a consistent pattern: the organizations that successfully bridge this gap focus less on cutting-edge algorithms and more on strategic implementation methodologies.
Technology is necessary but insufficient. Execution is where the real differentiation happens.
The Implementation Gap
Legal organizations often approach AI implementation with a technology-first mindset, focusing primarily on selecting advanced algorithms and platforms. This approach consistently under-delivers for three reasons:
1. Technology without strategy lacks direction. Without clear business objectives and implementation methodology, even the most sophisticated AI becomes a solution in search of a problem.
2. Tools without adoption create no value. Legal AI solutions that aren’t effectively integrated into workflows and embraced by users generate cost without corresponding benefit.
3. Capabilities without governance create risk. Advanced AI deployed without appropriate oversight can create ethical, privacy, and professional responsibility challenges that outweigh benefits.
The organizations that successfully harness AI’s potential have shifted their focus from technology selection to implementation methodology. Their approaches share common elements that create a blueprint for effective execution.
The Five Pillars of Effective Implementation
Through extensive work with legal organizations implementing AI solutions, I’ve identified five core elements that consistently differentiate successful initiatives.
1. Problem-centric approach. The most successful implementations begin with clear problem definitions rather than technology capabilities. This requires:
Strategic Implementation: Turning Legal AI Vision Into Reality
by Melissa Koch
• Specific problem articulation— defining exactly what needs to be solved in concrete terms
• Quantifiable success metrics— establishing how outcomes will be measured
• Prioritization frameworks— determining which problems should be addressed first
For example, rather than starting with “We need AI for contract review,” effective organizations might define the problem as: “Our current contract review process takes an average of 12 days, creating bottlenecks for the sales team and delaying revenue recognition. We need to reduce review time by 50% while maintaining or improving risk identification.”
This clarity creates focus, enables precise solution selection, and establishes measurable success criteria.
2. Architectural Thinking Successful organizations approach AI not as isolated tools but as components in a broader architecture. This requires:
• Process mapping— understanding how work currently flows through the organization
• Integration planning— determining how AI tools will connect with existing systems
• Data flow design— planning how information will move between systems and people
Consider a legal department implementing a contract analysis tool. Instead of viewing it as a standalone application, they map its connections to document management systems, knowledge repositories, and workflow tools. This architectural approach ensures that the AI solution enhances rather than disrupts existing processes.
This isn’t just systems integration. It’s about creating a coherent ecosystem where technology and human work complement each other.
3. Progressive data strategy. Data is the foundation of effective AI, but many legal organizations struggle with data quality and accessibility. Successful implementers adopt a progressive approach.
• Start with available data— use what exists while building toward the ideal
• Prioritize high-value improvements— focus first on data quality issues with the greatest impact
• Build data governance incrementally— create sustainable processes that improve quality over time
For instance, a litigation practice might begin AI implementation using well-structured data from recent cases, while simultaneously developing processes to improve the organization of historical information. This enables immediate progress while building toward more comprehensive capabilities. Perfect data isn’t a prerequisite for starting. Progressive improvement is the key to sustainable success.
4. Deliberate change management. Even the best-designed AI solutions fail without effective change management. Successful implementers focus on:
• Stakeholder mapping— identifying who will be affected and how
• Resistance analysis— understanding potential barriers to adoption
• Value demonstration— showing clear benefits to users
• Capability building— developing the skills needed for effective use
Consider a firm implementing an AI-powered legal research platform. They might identify partners who fear loss of control, associates concerned about skills development, and knowledge managers worried about quality control. By addressing these specific concerns and demonstrating how the platform enhances rather than threatens each stakeholder’s role, they dramatically increase adoption.
Technology implementation is ultimately human transformation.
5. Governance by design. Rather than treating governance as an afterthought, successful organizations build it into the implementation process from the beginning.
• Ethical frameworks— establish principles for responsible AI use
• Quality control mechanisms— create processes to verify AI outputs
• Responsibility models— clarify who is accountable for different aspects of AI systems
• Monitor protocols— implement ongoing oversight of AI performance
For example, a corporate legal department implementing an AI contract analysis tool might establish clear protocols for when attorney review is required, how anomalous results are handled, and who bears responsibility for decisions based on AI recommendations. This governance framework ensures the
technology is used appropriately and responsibly. Governance isn’t a constraint on innovation. It’s what makes innovation sustainable.
Implementation in Action: Three Success Patterns
Organizations that excel at AI implementation typically follow one of three primary patterns, each suited to different contexts:
1. The targeted pilot approach. This pattern focuses on proving value quickly through narrow, well-defined implementations before scaling.
• Start small— select a specific use case with clear boundaries
• Prove value— demonstrate measurable benefits
• Expand methodically— apply lessons learned to additional use cases
A global law firm used this approach when implementing AIpowered due diligence. They began with a single transaction type in one practice group, refined their approach based on results, and then expanded to additional practice areas. This incremental approach built confidence, developed expertise, and created advocates within the firm.
This pattern works particularly well in organizations with high skepticism or risk aversion.
2. The platform strategy. This approach focuses on building foundational capabilities that can support multiple applications.
• Create core infrastructure— establish data, integration, and governance foundations
• Enable experimentation— provide tools and frameworks for multiple initiatives
• Centralize expertise— build a shared resource of technical and implementation knowledge
A large corporate legal department implemented this strategy by first focusing on document standardization, knowledge management infrastructure, and data governance frameworks. Once this foundation was established, they supported practicespecific AI initiatives across multiple legal functions with dramatically higher success rates than similar organizations.
This pattern is most effective in larger organizations with diverse use cases and significant resources.
3. The transformational approach. This pattern uses AI implementation as a catalyst for broader organizational change.
• Reimagine processes— use implementation as an opportunity to redesign workflows
• Evolve roles— redefine responsibilities in light of new capabilities
• Shift metrics— create new measures of success aligned with technology capabilities
A mid-sized law firm used AI implementation to completely reimagine their litigation support function, redefining attorney, paralegal, and support staff roles while implementing new collaboration and service delivery models. The technology implementation served as the catalyst for a more fundamental transformation.
This pattern is most appropriate when existing processes are significantly underperforming or when external pressures necessitate radical change.
Common Implementation Pitfalls
Even with sound methodology, certain pitfalls consistently undermine AI implementation in legal organizations.
• The perfection trap. Many organizations delay implementation while seeking perfect solutions or ideal data. This approach sacrifices immediate benefits while perfect solutions remain elusive.
The more effective approach focuses on progressive improvement: start with good enough solutions that deliver value today, while building toward better solutions tomorrow.
• The isolated innovation model. Some organizations create innovation teams or labs disconnected from day-to-day operations. While these groups may develop impressive prototypes, their solutions often fail to translate into production because they lack practical context.
Successful organizations instead create integrated innovation models where technology experts work alongside legal practitioners in real operational contexts.
• The technology tunnel vision. Organizations sometimes become fixated on technological sophistication at the expense of practical usability. This results in impressive capabilities that go unused because they don’t fit into actual work patterns.
The best implementations prioritize integration into daily workflow over technical sophistication, recognizing that adoption is the true measure of success.
• The governance afterthought. Many organizations treat governance as something to be addressed after implementation, only to discover critical ethical, privacy, or responsibility issues that could have been anticipated.
Effective implementations incorporate governance considerations from the beginning, ensuring that solutions are both powerful and responsible.
Building Implementation Capability
For organizations looking to improve their AI implementation capabilities, three investments consistently deliver returns:
1. Develop implementation methodologies. Create standardized approaches to AI implementation that incorporate the five pillars discussed above. These methodologies should be:
• Flexible enough to accommodate different use cases
• Structured enough to ensure consistency
• Practical enough to be used by non-specialists
The organizations with the highest success rates have clear, documented implementation methodologies that guide projects from conception through execution.
2. Build cross-functional implementation teams. Create teams that combine legal, technical, and operational perspectives. These teams should include:
• Legal subject matter experts who understand the substantive work
• Technical specialists who understand AI capabilities and limitations
• Process designers who can reimagine workflows
• Change facilitators who can drive adoption
The most successful organizations maintain standing implementation teams rather than assembling them ad hoc for each project.
3. Create implementation knowledge management. Establish systems to capture and share implementation lessons. These should include:
• Case studies documenting both successes and failures
• Reusable components like requirements templates and evaluation frameworks
• Knowledge-sharing mechanisms like communities of practice
Organizations that systematically learn from their implementation experiences dramatically improve their success rates over time.
The Future of Legal AI Implementation
As AI technology continues to advance, implementation capability will become an increasingly important differentiator. The organizations that excel won’t necessarily be those with the most advanced technology, but those that most effectively translate technological potential into practical value.
This isn’t just about operational efficiency. It’s about competitive advantage. Organizations that can consistently implement AI solutions faster and more effectively than their peers will deliver better client service, reduce costs, and attract top talent.
For legal professionals, developing implementation skills represents a significant career opportunity. The ability to bridge technical and legal domains, to translate between stakeholder needs and technological capabilities, is becoming increasingly valuable.
The future belongs not just to those who understand the technology, but to those who can implement it effectively. That’s where possibility becomes reality. n
Melissa Koch is a business and technology lawyer with more than 25 years of experience advising tech and tech-enabled companies across industries. As a former in-house counsel, she brings exceptional depth and breadth of strategic legal expertise. Learn more at www.akerman.com.
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At Society 54, we believe strategy shouldn’t be confined to a binder or pulled out for review only once a year. It should be actionable, dynamic, and directly tied to real-time insights into your firm’s operations. In today’s legal landscape, the most successful firms understand how to utilize quantifiable data not only to track performance but also to drive meaningful, organization-wide change.
Strategy Backed by Real Data
Strategic planning often begins with financial metrics, including profitability per attorney, realization rates, and revenue growth. These are essential, but they’re only part of the picture. A forward-thinking plan also looks inward at operational data, examining how internal teams collaborate, how long key processes take, and the allocation of resources.
By expanding the scope of what gets measured, firms gain visibility into the fundamental drivers of performance and culture. And when done right, that clarity enables leaders to develop strategies grounded in facts rather than assumptions.
Case Study: Rethinking Attorney Onboarding
One client came to us with a challenge familiar to many firms: their attorney onboarding process was inconsistent and overly complex. So, they began measuring everything—the number of internal touchpoints, time to productivity, and where new hires encountered difficulties.
By analyzing this data, the firm realized that multiple departments were duplicating efforts. They responded by developing a centralized onboarding framework that included a timeline, an ownership map, and a series of checklists and automation tools.
The result? The onboarding process transitioned from disjointed to seamless, resulting in increased attorney satisfaction. Practice group leaders also noticed that new hires contributed more quickly to the group. More importantly, the success of this initiative encouraged other departments to examine their processes, creating a ripple effect across the organization.
Strategic Planning for Law Firms: Turning Metrics into Meaningful Change
by Heather McCullough
Case Study: Measuring the True Cost of a Signature Event
In another instance, a client’s Marketing and Business Development (“MBD”) team tracked hours spent on a marquee client event that had become a firm tradition. The data told a clear story: the event consumed hundreds of hours from high-level team members, pulling them away from other strategic initiatives.
By quantifying this time investment, the firm could make informed decisions. They outsourced specific logistics, streamlined workflows, and shifted internal focus to content and relationship-building. Not only did the team feel more energized and focused, but the event improved, and so did the return on investment.
The Bigger Picture: Driving Culture Shift with Metrics
These case studies aren’t just about process improvement; they’re about transformation. When firms begin to measure internal operations with the same rigor they apply to client billing, they unlock strategic opportunities across the organization.
Tracking internal data helps uncover blind spots. It creates shared language and accountability across departments. It enables firm leadership to align people, processes, and priorities in a manner that supports long-term success.
Build Your Culture to Embrace Curiosity and Continued Improvement
Using data to drive change isn’t about micromanagement; it’s about curiosity and a desire to learn and grow. When leaders and teams genuinely become interested in how work is done and how it could be improved, innovation follows. That’s how you build a strategy that’s not only measurable but truly transformative.
Ultimately, strategic planning becomes more than just a checklist. It becomes a tool for building alignment, enhancing culture, and driving the firm forward. The insights are already there; you need to start measuring what matters.
The firms that thrive aren’t just tracking metrics; they’re acting on them. If your strategic plan isn’t evolving in line with your data, you’re preserving the status quo, not making progress. Start with what matters, dig into how your firm operates, and use those insights to fuel real momentum. When strategy becomes part of the everyday, it stops being theoretical and starts driving transformation.
What to Track (Beyond Financial Metrics)
This list scratches the surface of the items that can be tracked to help strengthen performance and culture. Consider picking one or two as a starting point and building from there.
• Internal collaboration metrics: Frequency of cross-functional meetings and outcomes of shared projects
• Process timelines: Time required to complete standard internal workflows (e.g., proposal development, lateral onboarding)
• Attorney engagement: Participation rates in firm initiatives such as mentorship, affinity programs, and BD training
• Workload allocation: Distribution of work across attorneys and staff, highlighting bottlenecks or duplication
• Client feedback loop: How often and how thoroughly client feedback is collected, shared, and acted upon
• Training hours completed: Continuing education and development tracked at individual and group levels
• Event/initiative ROI (time-based): Time spent versus value gained on non-billable initiatives
• Adoption rates: Use of internal tools and resources, including CRM, knowledge systems, and project management software n
Heather McCullough is the Co-Founder + Chief Growth Officer at Society 54. Heather has led and restructured operational changes while working inside law firms, as well as in a consulting capacity. Heather has been recognized as a Legal Innovator (ALM/Law.com, 2023), one of the “50 Most Influential Women” (The Mecklenburg Times, 2021), and a Phenom (“Icons & Phenoms,” The Mecklenburg Times, 2018). She was inducted as a Fellow into the College of Law Practice Management in 2024 and, in 2023, Society 54 was recognized by the Charlotte Business Journal as part of its “Fast 50 Awards,” ranked as the 8th fastest growing private company in the Charlotte region. Learn more at society54.com.
The most dangerous assumption in legal business development is that referred clients bypass digital scrutiny. New data from 9Sail’s forthcoming Am Law 200 Digital Visibility Report reveals a stark reality: 56% of law firm website traffic comes from branded searches–i.e. prospects typing firm names directly into Google. These aren’t random browsers; they’re validating referrals before making contact.
Your referral network isn’t immune to digital failure. It’s the most vulnerable to it.
The New Referral Reality: Trust, Then Verify
The traditional referral model operated on transferred trust: a trusted peer or colleague recommended your firm, and that endorsement carried weight through to engagement. Today’s reality is more complex. Referrals still carry significant weight, but they’ve become the starting point for independent validation rather than the endpoint for decision-making.
When 56% of your website traffic represents branded searches, you’re witnessing modern legal buyers at work. They receive a referral, then immediately conduct their own research. They’re not questioning the referrer’s judgment. They’re supplementing it with firsthand digital experience.
This shift creates a compound risk scenario. Referrals represent pre-qualified opportunities. These prospective clients arrive with intent and context. Digital friction at this stage doesn’t just cost you a potential new client, it can damage relationships that took years to build by undermining the credibility of the person who referred you.
The Silent Research Process: How Modern Legal Buyers Actually Vet Referrals
The contemporary client journey for referred prospects follows a predictable pattern that most firms fail to optimize for:
Step 1: Referral received— a trusted advisor recommends your firm for a specific capability or matter type.
Step 2: Immediate digital validation— within hours (often minutes), the prospect searches for your firm name on Google.
Yes, Your Referrals Are Actually Validating You on Google First
by Robyn Addis
Step 3: Mobile-first evaluation—with more than half of website traffic occurring on mobile devices, prospects assess your digital presence on their phones, often during commutes, between meetings, or late in the evening.
Step 4: Contact decision— based on this digital experience, they either proceed to contact or quietly pursue alternatives.
Imagine this very real scenario: A Fortune 500 GC receives your firm’s name at 3 PM during an industry conference. By 9 PM, they’re in their hotel room, researching your firm on their phone. Your mobile site loads slowly, critical information is difficult to navigate, and finding contact details requires multiple taps through buried pages. Despite the strong referral, doubt and frustration creep in.
This isn’t hypothetical speculation. With 35% of Am Law 200 firms failing basic mobile performance standards, these situations play out daily across the legal industry. The tragedy is that many firms never learn about these silent rejections. Prospects simply move on without explanation.
Silent Rejection: When Digital Failure Kills Deals Before Contact
The most insidious aspect of digital validation failure is its invisibility. Unlike a declined meeting or rejected proposal, poor website performance generates no feedback loop. Prospects simply disappear, often without the referring party ever knowing what happened.
Research from Google shows that 53% of users abandon websites that take longer than three seconds to load on mobile devices. In legal services, where engagement values can reach millions of dollars, these abandonment rates translate into massive lost revenue potential.
Legal buyers have been conditioned by consumer digital experiences to expect immediate access to information, seamless mobile functionality, and intuitive navigation. The compound damage extends beyond immediate opportunity loss, leading to referrer relationship strain, conversion rate degradation, and more digitally sophisticated firms capturing opportunities that should have been yours.
Why Digital Infrastructure Is Now Reputation Infrastructure
Core Web Vitals data from the Am Law 200 tells a sobering story:
• 35 firms actually performed worse in Core Web Vitals in 2025 than 2024, indicating that digital infrastructure degraded over time rather than improved.
• The average Page Speed Insights score of 59.8 represents a failing grade by Google’s standards, affecting how prospects experience firm websites.
• 72.4% of firms lost backlink authority signals, indicating weakening digital credibility markers that affect search visibility and perceived expertise.
Each of these metrics connects directly to business outcomes. Core Web Vitals affect how confident prospects feel about firm competence. Mobile performance influences whether referrals convert to contacts. Backlink erosion impacts how prominently firms appear in search results when prospects validate referrals.
The infrastructure analogy is deliberate and precise. Just as firms invest in office space, technology systems, and professional development to support business operations, digital infrastructure now requires similar strategic attention and resource allocation.
Digital Validation Is the New First Impression
The fundamental shift in legal buyer behavior requires corresponding evolution in how firms approach digital presence. Referrals haven’t become less important; rather, they’ve become more vulnerable to digital failure. The firms that recognize and address this vulnerability will capture opportunities that competitors lose to preventable digital friction.
Improvements won’t happen accidentally. They result from treating digital presence as business infrastructure rather than marketing afterthought. Successful firms share several characteristics:
• Performance monitoring— regular assessment of Core Web Vitals, mobile usability, and contact path effectiveness with specific improvement targets.
• Integration with business development— digital performance metrics integrated into business development reporting and discussions, connecting online performance to ROI.
• User experience design—website architecture that prioritizes referred prospect needs: quick validation of expertise, easy access to relevant attorney information, and frictionless contact processes.
The evidence is clear: 56% of law firm website traffic represents referral validation in progress. These prospects arrive with intent, context, and preliminary trust. How they experience your digital presence in those critical first moments determines whether referrals convert to engagements or silently disappear to competitors.
Immediate Action Items:
• Audit your mobile website experience using your phone, not your desktop
• Test your contact process from the prospect perspective, including time-to-response measurement
• Review core web vitals scores and establish improvement targets
• Implement prominent contact mechanisms in website headers and footers
• Create prospect-specific landing pages for common referral scenarios
• Establish monthly digital performance reporting integrated with business development metrics
The risk of inaction extends beyond missed opportunities to damaged referrer relationships and weakened competitive positioning. The firms that treat digital validation as business infrastructure rather than marketing expense will systematically capture opportunities that competitors lose to preventable digital failures.
The question isn’t whether prospects will research your firm online—it’s whether your digital infrastructure will support or sabotage those critical validation moments. n
As the Chief Marketing and Business Development Officer at Legal Internet Solutions Inc., Robyn Addis leads the strategic direction and execution of marketing communications, events, and business development efforts for their agency and outsourced legal marketing services clients. Learn more at www.legalisi.com.
Built to Win, Driven to Serve
Balancing Heartfelt Client Advocacy with Trailblazing Insights on Technology-Driven Defects in Today’s Legal Landscape
by Dan Baldwin
Brian Chase and the attorneys and staff at Bisnar Chase Personal Injury Attorneys, LLP stand out for two key reasons: their unwavering commitment to serving the common good and their leadership at the forefront of law and legal technology in a rapidly evolving industry.
The approach of the eight-attorney, 40-person firm with five offices has worked well for the firm and especially for their clients. Numbers don’t lie. A sampling of recent successes illustrates that point: $117,500,000 consumer class action; $38,650,000 motor vehicle accident; $32,698,073 auto product liability; $30,000,000 motorcycle accident; $24,744,764 defective seatback failure; $16,444,904 catastrophic pedestrian accident; $14,443,205 auto product liability; $12,248,000 auto product liability; 11,000,000 motor vehicle accident; $11,000,000 negligence facility death; $10,500,000 products liability; and $10,200,000 auto product liability. The firm has a 99 percent success rate, winning more than $1 million in verdicts and settlements.
Bisnar Chase was named Law Firm of the Year by the American Institute of Legal Professionals for the eighth consecutive year. Three of the firm’s attorneys were named in the Top Ten personal injury lawyers in the U.S. For the 11th consecutive year, Bisnar Chase was named one of the Best Places to Work in Orange County and the 2023-2025 Best Places to Work in Southern California from the LA Times.
In addition to the main office in Newport Beach, the firm provides services in Los Angeles, San Bernadino, Riverside, and San Diego. Practice areas include auto defects, catastrophic personal injury, trucking accidents, car accidents, motorcycle accidents, consumer and employment class action.
“I’m so impressed with this law firm. I lost my mother because of a seat defect when she was rear-ended in an auto accident and Bisnar Chase stepped up and took our case. The staff is wonderful and Brian Chase took his time explaining everything with me. I’m honored to have the best of the best working on our family’s behalf, trying to get justice for my mom, because of a negligent car company still manufacturing faulty seats. I look forward to working with this firm and am hopeful for a positive outcome. Thank you so much, Brian Chase. I know you will work your hardest on this case. God Bless you.” —Natalie C.
Uncommon Service for the Common Good
Managing Partner and Senior Trial Lawyer Brian Chase expresses the firm’s philosophy when he says, “It may sound trite these days, but I went to law school specifically because I wanted my life’s work to really mean something. I wanted to do work that matters for the common good of my brothers and sisters out there. I specifically went to law school to become a personal injury attorney and because I wanted to do auto products liability where I could achieve that goal.”
Ian Silvers (Partner, Trial Lawyer), Scott Ritsema (Partner, Trial Lawyer), Brian Chase (Managing Partner, Senior Trial Lawyer) and Steven Hilst (Partner, Trial Lawyer).
Lindsay Graves (Associate, Trial Lawyer), Eric Chun (Associate, Trial Lawyer), Ian Silvers (Partner, Trial Lawyer), Scott Ritsema (Partner, Trial Lawyer), Brian Chase (Managing Partner, Senior Trial Lawyer), Steven Hilst (Partner, Trial Lawyer), Michael Teiman (Associate, Trial Lawyer) and Jake Cohen (Senior Associate, Trial Lawyer).
Chase cites a 2012 case in which the firm earned a $25 million verdict in Romine vs. Johnson Controls, which clarified the law on how product defects cases are proven in the State of California, especially with regard to automobile seatbacks. The auto industry petitioned the Supreme Court of California to depublish the opinion which failed. The published appellate opinion was delivered in 2014. He says that because of their client’s courage in taking her case to trial against seemingly overwhelming odds, she is indirectly helping thousands of people in California who have been injured by defective products who now have an easier time in court to prove their case. Chase, nicknamed “the seatback guy,” says, “I am happy now, 11 years later, that it’s still the law of the land and is still helping consumers in all kinds of product liability cases, even non-auto defect cases. Helping the ‘little guy’ win a big case against big odds proves to me that I made the right career choice.”
Bisnar Chase has been involved in a number of other highly-significant cases. Martinez vs. Ford Motor Company, an auto products case concerning forum non conveniens, which established certain circumstances in which FNC grant is inappropriate; Scheiber vs. Estate of Kiser which dealt with
expert witness designations and the scope of percipient expert witness testimony; and Hernandez vs. State of California which dealt with governmental design and immunity and establishing two of three elements are statements of fact for the jury, not the court, to decide.
They often represent individual people and families who are struggling with some of the biggest challenges of their lives. Chase mentions a case of someone who must be carried up and down to or from a second-floor apartment—someone who is paralyzed and physically unable to climb stairs. The case involves a back seat incident. Because of the firm’s representation she will acquire a single-floor house. The doors in the client’s house will be widened so she can move around freely. Ramps will be placed at the doors so she can enter and exit easily.
Chase says the cases they handle benefit their clients, but also indirectly they help the people who are or who will become clients of other attorneys and other firms. Even though Bisnar Chase is often in the “David vs. Goliath” position, every time they get a verdict or a settlement on their cases, the decisions automatically affect corporate behavior, Chase
says. “Obviously I can’t take down Ford Motor Company or General Motors or Elon Musk by myself. But the hundreds or thousands of lawyers across the country that do what I do, and what my predecessors did, all of us together are all making cars and other products safer for everyone—for the common good. When a parent drives his or her kids to a soccer game, to school, to the doctor’s office or wherever, they’re a heck of a lot safer because of people like us.”
Leading the Cutting Edge
Chase says products may get better and that is certainly true of automobiles today. He also notes, however, that there are now brand-new defects that many lawyers do not recognize.
For example, roof-crush cases are on the decline because roofs are stronger than they were a decade ago. Cars have electronic stability control, so the number of rollover cases have also declined. Airbags have gotten better since the 1990s, so those and other types of cases have declined. Yet, seatbacks are as defective as they were 30 years ago when they were constructed to 50-year-old standards, Chase says. Seats are still failing, which causes paralyzing accidents and
catastrophic injuries. People get broken necks or catastrophic brain damage or both. Children in back seats can be seriously harmed when a front seat fails and the driver or passenger is thrown backwards. There are still missed opportunities for savvy attorneys to better serve their clients these days.
Collision avoidance technology and automatic emergency braking technology have lessened the number of rear-end accidents. Instead of hitting a car at 40 or 50 or 60 mph, the car will either stop depending on how fast it’s going or instead of hitting it at 40 or 50 it may rear end it at 10 or 20 miles an hour, which will not to break the seat. “This is important technology for a whole host of reasons to minimize serious and catastrophic injuries and car crashes. Too many attorneys don’t realize the effects of these dramatic changes on the status of their cases and other potential defendants.”
Attorneys who do not handle product liability cases may not realize they have such a case on their hands. If a roof crushes on a car many lawyers are not going to miss that because if someone’s catastrophically injured and the roof is down to the doors they’re going to think ‘I wonder if that’s a defect’ and they’re going to talk to somebody like me about that. But
this collision avoidance technology is just now getting “on the radar” because it’s not readily apparent to attorneys not trained to look for such things.
Chase says he makes presentations to attorneys and attorney groups all over the country and has often been approached by lawyers who were completely unaware of such matters. “Everybody seems to be missing these CAT and AEB cases. It’s time for attorneys to get up to speed on the learning curve in this area.”
And the reason I know they’re missing them is I give presentations all over the country and I’ve spoken on this subject during the last couple years. Several lawyers approach me saying they were completely unaware of this situation. “’What about this case I have in my office right now?’ or ‘What about this other case?’ they ask. I objectively know they’re missing those cases. It’s unfortunate because, one, the firm loses income, but, two and more importantly, the firm loses an opportunity to better serve a client in need.”
He cites an example of such a case that happened as recently as this spring. A driver in a car with a dash cam video was driving down a freeway at night. Ahead a young man on a motorcycle who was about 100 yards ahead signaled for a lane change. He was apparently having a malfunction with some part of his motorcycle. As the cyclist moved to the shoulder, the drive rear-ended him, which resulted in the cyclist’s death. If that car had collision avoidance technology or automatic emergency braking that car should have stopped and this would have never happened. Something was wrong, something attorneys who weren’t looking for it missed.
The cyclist’s family hired a lawyer to represent the kid on the motorcycle for wrongful death. That law firm collected an insurance policy and then closed the case. Had the attorneys done their due diligence, they would have realized they had a product liability case in hand because the car, a 2022 model, should have had anti-collision and automatic breaking technology installed. Either the equipment malfunctioned or perhaps the driver had disabled it. Either way, the original attorneys completely missed a case against the automobile manufacturer.
Chase says, “It happens all the time and so I’m really driven to get the word out on this. You know obviously selfishly of course I want to get the cases but more importantly I don’t want lawyers giving bad advice. They owe it to their clients that, aside from collecting a $15,000 policy, a $100,000 policy, or a million-dollar policy, they owe it to their client to say ‘I don’t do products liability but you may have a case here.’ The client deserves to know that and not go home and find out five years later that their lawyer missed a case.”
“Everything they said they would do, was done! The worst part of my experience with Bisnar Chase was when the case was finalized and I felt like I’d lose the friendship I established with the firm. I always appreciated the kindness I was shown by the staff when I was in the office. My overall feeling of Bisnar Chase was that I was represented by the best law firm in California.” —L. Jones
Keeping a Promise
Everyone at Bisnar Chase is aware of a promise John Bisnar made to himself when just beginning his legal career. It is a promise the entire team is committed to keeping. The promise emerged from an experience he had with one of his law school professors who was a famous personal injury attorney. Bisnar saw firsthand how the attorney/professor did a poor job of representing his clients. Because of that early experience he vowed that his clients would get the highest quality of professional service he could possibly provide. He and his people kept that promise when he formed Bisnar & Associates in 1978. The promise became a shared experience with a larger group of professionals in 1998 when he and Brian Chase formed Bisnar Chase. Since then, they have represented more than 14,000 clients, keeping that promise with each one. n
Contact
Bisnar Chase Personal Injury Attorneys, LLP 1301 Dove Street, Suite 120 Newport Beach, CA 92660
949-203-3814 www.bestattorney.com
Brian Chase Managing Partner, Senior Trial Lawyer
If you’re reading legal briefs late at night because administrative tasks consumed your day, you’re not alone. But you don’t have to accept this as the inevitable cost of managing a small law firm.
Artificial intelligence (AI) offers small firms a path to compete with larger practices without the overhead. AI tools automate routine tasks, accelerate document review, and enhance client communication—all while reducing operational costs.
In this guide, we’ll show you how AI for small law firms addresses the common challenges legal professionals face, cover specific applications, and highlight the best legal AI tools that can make a real difference in your daily operations.
What Is AI For Small Law Firms?
AI for small law firms refers to technology that performs tasks traditionally requiring human intelligence, such as reviewing contracts, researching case law, or drafting routine communications. AI-powered solutions for lawyers address the unique challenges small legal practices face:
• Wearing too many hats. When you’re the lawyer, office manager, and IT department all rolled into one, routine tasks eat up hours you could spend on client work. AI handles lots of these repetitive tasks, freeing you to focus on practicing law.
• Being constrained by tight budgets. Hiring another associate or paralegal isn’t always feasible for small law firms. AI can help cover staffing gaps without the overhead of salary, benefits, and office space.
• Dealing with high client expectations. They want rapid responses and comprehensive service without premium pricing. AI helps you deliver faster turnaround times without sacrificing quality or burning out your team.
• Handling time-consuming legal tasks. Document review, legal research, and contract drafting take time. AI dramatically reduces this time, allowing you to take on more cases or maintain reasonable work hours.
AI for Small Law Firms: Work Smarter, Cut Costs, Win More
by Kate Bell
The bottom line: AI empowers you to focus on high-value legal work by handling routine tasks efficiently. Instead of drowning in administrative work, you can focus on delivering exceptional client service and building strong relationships.
Why AI is a Game-Changer For Small Law Firms
Every minute counts for small law firms. You can’t afford to waste time on mundane tasks, and you can’t compete by simply working longer hours. Traditional solutions—hiring more staff or extending work days—aren’t realistic for most small practices. Budget constraints make expansion difficult, while overworking impacts your well-being and quality of client service.
AI for small law firms becomes transformative by acting as your tireless legal partner, handling tedious work while you focus on high-value legal tasks. When you integrate technology like AI into your practice, you can:
• Get organized and work faster. AI automates timeconsuming work like client follow-ups and routine document drafting. Instead of spending hours on repetitive tasks, you focus on complex legal analysis and client relationship building.
• Better utilize your staff’s time. Rather than having your paralegals take on time-consuming document review tasks or, paying to outsource legal work, AI handles these tasks at a fraction of the cost, allowing you and your team to focus more on the tasks that only you can do.
• Compete like the big firms. AI provides capabilities that previously required substantial budgets and large teams. You can deliver faster turnaround times, more strategic guidance, and faster legal research and case analysis, and provide the responsiveness that wins cases and retains clients.
What makes AI especially powerful is its effortless integration. It doesn’t require overhauling your entire practice—but it does take a bit of learning. Fortunately, today’s legal AI tools are designed to be intuitive, so you can start seeing benefits without needing to master complex systems. AI tools work behind the scenes to handle existing work faster and more efficiently.
7 Practical Ways AI Can Help Your Small Law Firm
You don’t need to overhaul your entire practice to benefit from AI. Start with these seven applications that tackle daily tasks currently consuming your time and resources.
1. Legal research. AI-powered research tools analyze case law, statutes, and regulations in minutes rather than hours. You can ask questions like “find recent cases about employment discrimination in remote work situations” and receive comprehensive results with key findings summaries. Why it matters: Research that previously consumed large portions of your day now takes minutes. You’ll discover relevant precedents you might have missed and gain the insights needed to build stronger legal arguments.
2. Drafting and contracts. AI tools handle initial drafts while you focus on strategy and client needs. These platforms generate contracts, pleadings, and correspondence based on your specifications and past work. They also learn your writing style and incorporate your firm’s preferred language. Why it matters: Dramatically reduce initial drafting time, maintain consistency across all documents, and minimize errors through intelligent template generation that remembers your preferences and standards.
3. Client intake and CRM. AI qualifies leads, schedules appointments, and gathers case information through automated systems operating 24/7, ensuring you never miss potential clients. Smart intake forms adapt questions based on responses and flag high-priority cases for immediate attention. Why it matters: Capture leads during off-hours, respond faster than competitors, and collect necessary information right away while providing immediate engagement to potential clients.
4. Document review. AI tools (such as Clio Duo) enable you to process large document sets without additional staff. It identifies key information in contracts, discovery documents, and case files, flagging important clauses, finding inconsistencies, and extracting relevant data for analysis. Why it matters: Complete discovery document review in a fraction of the time, improve accuracy in finding relevant information, and handle larger cases without proportionally increasing costs.
5. Billing and time tracking. AI automatically tracks time spent on different activities, suggests appropriate billing codes, and identifies potential billing opportunities you might miss when you’re focused on the work itself. Why it matters: Capture more billable time accurately, reduce administrative overhead, and provide clients with detailed bills that demonstrate the value delivered.
6. Compliance and risk. Stay current with regulatory changes without dedicating hours to monitoring updates. AI tools track regulatory developments, identify
compliance requirements for clients, and flag potential risks in matters or firm operations.
Why it matters: Prevent compliance violations that could harm clients or your practice, maintain current knowledge of changing laws, and identify potential issues before they become costly problems.
7. Marketing and SEO. Build your practice while you focus on practicing law. AI optimizes your firm’s online presence, creates content demonstrating expertise, and identifies potential clients through targeted marketing campaigns. Why it matters: Improve search rankings so potential clients find you first, generate qualified leads consistently, and maintain professional marketing efforts without additional overhead costs.
Best AI Tools For Small Law Firms In 2025
Choosing the right AI tools shouldn’t add to your stress when you’re already stretched thin. These AI tools for small law firms deliver real value—with many practices finding that they pay for themselves through time savings and improved efficiency.
Clio Duo
What it does: Clio Duo is your dynamic AI-powered partner, built into Clio’s legal practice management software. It automates everyday tasks like: quickly accessing information on clients, and cases, bill generation, speeding up document reviews with summarization, and streamlines client replies without the need to type out every message—all while you focus on practicing law.
Why small firms love it: You eliminate the complexity of learning multiple systems, paying for separate subscriptions, or switching between platforms throughout your day—Clio Duo lives inside Clio Manage, making it easy to access and use your case information all in one place. The AI handles routine tasks while you manage everything from one dashboard.
Clio Duo’s AI capabilities offer a user-friendly interface that requires minimal training. And since it’s designed specifically for the legal industry, it provides features that address unique legal needs.
Investment: Clio Duo’s AI capabilities are built into Clio Manage and available as an optional add-on to your Clio Manage account.
CoCounsel by Thomson Reuters
What it does: CoCounsel is an AI legal assistant handling research, document review, and contract analysis with integration into existing legal research workflows.
Why small firms love it: CoCounsel reduces research time and integrates seamlessly with Westlaw, if you’re already using it. The analysis quality is reliable enough to build legal arguments upon, with citations and reasoning users can trust.
Investment: CoCounsel Core starts at $225/user/month, with custom pricing available based on usage and firm size.
LawGeex
What it does: LawGeex provides automated contract review and analysis that identifies risks, missing clauses, and suggests improvements without human intervention.
Why small firms love it: LawGeex reviews contracts in minutes, catches issues you might overlook, and helps provide strong client service through comprehensive analysis that clients value.
Investment: Basic plan starts at $39/month, with custom enterprise pricing typically ranging from $500 to $2,000 per month depending on contract volume and features needed.
Lawmatics
What it does: Lawmatics offers client intake and CRM with AI that qualifies leads and manages the entire client acquisition process automatically.
Why small firms love it: Lawmatics makes sure you never miss potential clients again. The system operates 24/7 to capture leads and gather information, even when you’re in court or focused on other clients.
Investment: Starting around $69/month with various plan options available.
Lexis+ AI
What it does: Lexis+ AI is a comprehensive legal research platform with integrated AI assistant that drafts, summarizes, and analyzes legal documents while connecting to extensive legal databases.
Why small firms choose it: Lexis+ AI combines powerful research capabilities with document drafting in one platform. The AI assistant helps with everything from case research to generating first drafts of motions and briefs, backed by LexisNexis’s trusted legal content.
Investment: Lexis+ plans range from $80 to $135 per month per user, with AI features available as add-ons. Custom pricing is available for specific firm needs and multi-year contracts.
Spellbook
What it does: Spellbook is an AI-powered contract drafting and review tool that works directly inside Microsoft Word, generating clauses and redlining contracts without switching platforms.
Why small firms choose it: Spellbook seamlessly integrates with Word, which means no workflow disruption, while its AI learns your firm’s drafting style and preferences.
Investment: Custom pricing based on team size, with reports suggesting approximately $180/month per user.
Addressing Concerns: Ethics, Costs, and Risks
While small firms are often seen as technology leaders, they’re actually falling behind their larger counterparts when it comes to AI adoption. The 2025 Legal Trends for Solo and Small Law Firms report found that only 4% of small law firms have adopted AI widely or universally. However, momentum is building—over 80% of legal professionals expect AI usage to increase in the next year.
The key to introducing AI into your firm is separating legitimate concerns from unfounded fears. Let’s examine the main ones.
“What
about client confidentiality?”
Confidentiality is the most common concern, and it’s absolutely the right question to ask.
Legal-specific AI tools use enterprise-grade security, often exceeding what most small firms have in place. Tools like Clio Duo are specifically designed for legal professionals, with audit log functionality that tracks all AI activity and ensures your data isn’t used to train external AI models.
Many state bars—such as California, Florida, New York—have released ethics opinions in 2024–2025 requiring attorneys to supervise AI outputs and disclose AI use in client work under certain circumstances. This is part of a broader move to ensure lawyers meet their ethical obligations under rules governing competence, confidentiality, and the supervision of nonlawyer assistants.
When choosing an AI tool for your small law firm, you need to do your homework. Review vendor security policies, take the time to understand where your data is stored, and ensure any tool meets your state bar’s confidentiality requirements. But don’t let security concerns stop you from tools that actually improve your data security.
“Is it reliable?”
This concern drives much of the hesitation around AI adoption. The American Bar Association’s 2024 Legal Technology Survey Report found that the greatest barrier to entry is the belief that AI is not completely accurate. Three-quarters of surveyed attorneys cited concerns about AI-generated hallucinations— instances where AI produces plausible-sounding but incorrect information—as their primary reason for avoiding the technology.
The key isn’t expecting perfection from AI, but rather implementing it responsibly. Successful firms pair AI with human oversight, applying guardrails and verification processes to ensure accuracy.
“Can we actually afford this?”
Small firm budgets demand that every expense justify itself quickly. Most AI tools cost significantly less than hiring extra support. You’re typically looking at $50-$200 per month per user for tools saving hours of work daily. Compare this to $3,000-$5,000 monthly for a paralegal, plus benefits, training, and office space.
“Will AI replace lawyers?”
The short answer: no. AI can’t provide legal judgment, counsel clients through difficult decisions, or advocate in court. It also can’t build relationships, negotiate complex deals, or comfort clients facing legal challenges. These fundamentally human aspects of legal practice remain irreplaceable.
What it does do is handle the routine work that takes time away from practicing law. That includes work like document review, initial research, and first drafts—tasks that are necessary but don’t require legal judgment.
Eager to learn more about when to use (and not use) AI in your small law firm? Watch our recent webinar recording.
How To Get Started With AI In Your Law Firm
When it comes to AI for small law firms, you don’t need to transform your entire practice overnight. The best approach is to start small, and then expand from there. Here’s your roadmap for implementing AI for small law firms without disrupting what’s already working.
1. Identify your biggest time drain. Take a careful look at your typical week and identify where you spend time on work that doesn’t require legal judgment. The goal is to find tasks that consume your hours but don’t demand your expertise.
Start by tracking one week of your time, noting when you’re doing work that could be handled by someone else. Common culprits include staying late to finish document drafts, spending entire afternoons on legal research, or losing potential clients because you can’t respond to inquiries quickly enough.
2. Choose the right tool. Not all AI tools are created equal, and generic business solutions won’t meet your needs as a legal professional. Focus on solutions built specifically for law firms, as these understand confidentiality requirements, integrate with legal workflows, and provide features relevant to your practice.
Before committing to any tool, invest time in research. Read reviews from other small firms rather than relying on vendor testimonials, since solo practitioners and small teams have different needs than large corporate legal departments. Take advantage of free trials or webinars to see whether the tool actually works for your specific practice area and workflow.
Pay attention to vendor support quality during your evaluation. Even the best AI tool is useless without reliable support.
3. Start with one solution. This might be the most important step, and it’s where many firms go wrong. Implement one tool completely before adding another. Your team needs time to adapt, and it’s wise to see real results before expanding your AI toolkit.
Choose your timing carefully. Avoid starting during your busiest periods like trial season or tax deadlines. Instead, pick a relatively calm period where you can dedicate attention to learning without compromising client service.
Getting buy-in from your team is crucial, especially if you have support staff who will be using the tool daily. Explain not just what you’re implementing, but why it will make their work easier and more interesting. Set realistic expectations about the learning curve—most people need a few weeks to feel comfortable with new workflows, and that’s perfectly normal.
4. Invest in training. The difference between AI tools that transform your practice and AI tools that frustrate your team usually comes down to training. Most vendors offer onboarding sessions, video tutorials, and ongoing support, but you need to take advantage of these resources.
Schedule dedicated learning time rather than trying to squeeze training between client work. This means blocking out time on your calendar just like you would for continuing education.
A great starting point is Clio’s legal AI course—a free, selfpaced program designed specifically for legal professionals to build confidence in using AI effectively and ethically. Invite everyone who will use the tool, including support staff, since they often discover practical applications that lawyers miss.
Practice with real examples from your practice rather than generic scenarios. If you’re implementing a document drafting tool, use your actual templates and client matters for training. This makes the learning more relevant and helps you identify potential issues before they affect client work.
5. Measure what matters. Track specific improvements to justify the investment and guide future decisions. The key is measuring concrete changes rather than general impressions. Focus on metrics that directly impact your bottom line. That might be time savings on specific tasks like research or drafting, increases in billable hours captured through better time tracking, improvements in client response times, and reductions in errors or missed deadlines.
For example, if you implement an AI research tool, track how long research takes before and after implementation. If you add automated client intake, measure how many more leads you capture and convert. These concrete measurements help you understand ROI and make informed decisions about expanding AI use in your practice.
The Final Word On AI For Small Law Firms
AI offers small law firms a powerful opportunity to compete more effectively while reducing costs and improving client service. The efficiency gains and competitive advantages make AI adoption increasingly necessary for firms wanting to thrive in today’s market. The firms implementing AI now will build stronger practices and serve clients better. Those who wait risk falling behind competitors who are already using AI to their advantage. n
Kate Bell currently serves as an Affinity Partnerships Manager, where she leverages her background in law firm management and consulting to forge strategic alliances and collaborations. Her expertise lies in fostering partnerships that drive innovation and elevate the legal profession. Learn more at www.irglobal.com.
So,
He’ll protect their case—and your reputation.
Let me tell you a truth that will make every partner at your firm uncomfortable: if you don’t have a book of business, you don’t have a career. You have a job. And jobs disappear.
I’ve watched brilliant lawyers get shown the door during economic downturns, firm mergers, and practice group restructurings. These weren’t bad lawyers. They were excellent technicians who made one fatal mistake: they believed someone else was responsible for their career security.
Here’s another uncomfortable truth: the profession has failed catastrophically at teaching lawyers how to generate business. Law schools don’t teach it. Firms give lip service to it. Partners hoard the knowledge like state secrets. The result? A profession full of technical experts who can’t feed themselves.
The Business Development Crisis Is Real
The numbers tell a devastating story. Walk into any law firm and count how many lawyers actually have portable business. It’s not many. Most attorneys are completely dependent on others for their livelihood, and they don’t even realize how precarious their position is.
The lawyers who don’t develop business within their first decade of practice consistently earn less over their careers. The gap only widens with time. But the real cost isn’t just financial. It’s personal. I’ve seen lawyers stuck in toxic work environments because they can’t leave. I’ve watched brilliant minds accept below-market compensation because they have no leverage. I’ve witnessed careers derailed by politics because the lawyer had no independent value proposition.
The firms suffer, too. When business development is concentrated among a few senior partners, firms face massive revenue volatility. When those partners retire or leave, the revenue walks out the door with them. Yet firms continue to perpetuate a system that creates this vulnerability.
Your Law Career Is a House of Cards Without a Book of Business
by Brittany Green
The Mythology That’s Killing Your Career
The legal profession has created a mythology around business development that’s actively harmful. We’ve convinced ourselves that rainmakers are born, not made. That you need to be a natural salesperson. That introverts can’t succeed. That business development requires playing golf and attending cocktail parties.
All of this is hot garbage.
I’ve worked with lawyers who hate networking events. Who’ve never played golf with a client. Who don’t do TikTok dances. Yet they’ve generated tens of millions in business over their career. How? Because they learned that business development is a system, not a personality trait.
The most successful business developers I know aren’t the loudest people in the room. They’re the most systematic. They understand that business development is about solving problems, building relationships, and creating value. These are learnable skills.
The Introvert Advantage
Here’s something that will shock the golf-playing, cocktailcircuit crowd: introverts often make better business developers than extroverts. Why? Because business development isn’t about being the life of the party. It’s about listening, understanding problems, and building trust.
Introverted professionals excel at:
• Deep listening (the foundation of understanding client needs)
• Building one-on-one relationships (where real business happens)
• Thoughtful follow-up (the key to converting prospects)
The extroverted rainmaker who works the room might get attention, but the introvert who has deep conversations with three people often gets the business.
The Skills You Actually Need
Real business development isn’t about charm. It’s about competence in five areas:
• Problem identification: You need to understand the challenges your prospects face better than they do. This requires research, curiosity, and the ability to ask probing questions.
• Value articulation: You must clearly communicate how you solve problems differently and better than alternatives. This is about positioning, not personality.
• Relationship building: This isn’t about being likeable. It’s about being reliable, insightful, and valuable to be around.
• Process management: Successful business developers have systems for identifying prospects, nurturing relationships, and converting opportunities. It’s project management, not magic.
• Persistent follow-up: Most business comes from multiple contacts over time, not from the first meeting. This requires discipline, not charisma.
The Control You’re Missing
The fundamental issue isn’t that lawyers can’t generate business. It’s that they’ve never been taught how. Law school’s focus on technical skills. Firms promote based on billable hours. The profession rewards everything except the one skill that actually controls your career trajectory.
When you have a book of business, you have options. You can choose your clients, your matters, your compensation, and your work environment. You can weather economic storms. You can build wealth instead of just earning a salary.
Without a book of business, you’re at the mercy of others’ decisions. Your career is subject to firm politics, economic cycles, and the whims of partners who may or may not have your best interests at heart. n
Brittany Green is a legal marketing strategist with a track record of transforming law firms into client acquisition powerhouses. As a former marketing director for a growing personal injury firm, she helped 10x their leads and double their signed cases within just four years—without a massive marketing budget. Learn more at https://www.linkedin.com/ in/brittany-green-besteracoach.
Monty A. McIntyre, Esq. Mediator, Arbitrator & Referee ADR Services, Inc.
To schedule, contact Haward Cho: (213) 683-1600 and (619) 233-1323 or haward@adrservices.com
Short summaries (one-paragraph), organized by legal topic, of every new published CA civil case, helping CA attorneys save time, win more, and make more money. Monthly, quarterly, annual, and annual practice area publications are available. Subscribe at www.cacasesummaries.com
Ihad coffee with a managing partner last week who made an observation that stuck with me. He said he could predict which attorneys in his firm would become rainmakers by watching how they treated the receptionist, the mailroom staff, and the cleaning crew. It wasn’t about their legal skills or their pedigree from prestigious law schools. It was about something far more fundamental about their character and long-term potential.
The principle of elevating everyone you encounter isn’t just feel-good philosophy wrapped in corporate speak. It’s smart business practice rooted in practical reality. In professional services, particularly in law firms, your reputation precedes you into every room, every negotiation, and every potential client relationship. That reputation gets built through countless small interactions with people at every level of the professional ecosystem. The paralegal you dismiss today might become a general counsel tomorrow. The junior associate you mentor could refer significant business your way in five years. The court clerk you treat with respect will remember your professionalism when you need a favor during a tight filing deadline.
I’ve witnessed this dynamic play out repeatedly in my practice. One attorney I know always took time to learn the names of security guards, administrative assistants, and IT support staff at every office building he visited. This wasn’t calculated networking; it was genuine respect for people doing important work. Years later, when he was pursuing a major client housed in one of those buildings, the security guard remembered him and provided insights about the company’s culture and decision-making process that proved invaluable in winning the engagement. Meanwhile, another lawyer I encountered consistently treated support staff as invisible obstacles to his important work. Word travels fast in professional circles, and his reputation for arrogance preceded him, costing him opportunities he never even knew existed.
Elevate Everyone You Encounter
by Neal H. Bookspan
The mathematics of professional relationships makes this approach even more compelling. Every person you encounter knows other people, and those connections form an intricate web of influence that extends far beyond what’s visible on organizational charts. The bookkeeper at your client’s company might be married to a procurement officer at a Fortune 500 company. The court reporter in your deposition could be related to a partner at a competing firm who’s looking for co-counsel on a complex matter. When you consistently elevate others through genuine interest in their perspectives, respectful communication, and acknowledgment of their contributions, you’re making deposits into a relationship bank account that compounds over time.
The most successful professionals I represent understand that elevating others isn’t about being nice for their own sake, though kindness certainly matters. It’s about recognizing that every interaction is an opportunity to build your reputation as someone worth working with, someone who sees the value in all people regardless of their position on the corporate ladder. This mindset transforms routine encounters into relationship-building opportunities and turns everyday professional interactions into investments in your long-term success. Your calendar reveals your priorities, but your treatment of others reveals your character. Both matter immensely in building a sustainable practice and a meaningful career. n
Neal H. Bookspan is a Shareholder at Jaburg Wilk and has extensive experience in real estate, advising clients on the acquisition and sale of all types of commercial property, as well as residential and commercial real estate disputes. He also advises clients on issues related to bankruptcy (debtor/creditor issues), construction, and commercial litigation including the prosecution and defense of complex, multi-party disputes. Learn more at www.jaburgwilk.com.
