Increasing law firm profitability through AI adoption and better execution
I help large law firms improve profitability by changing how legal work is performed within practice groups, using AI as a catalyst for change and leveraging my experience as a Sullivan & Cromwell former partner.
What I Focus On
- Reducing write-offs and improving realization
- Improving associate leverage within matters
- Monetizing efficiency gains from AI and other changes
- Supporting new business generation through improved execution
How I Work
I work directly with managing partners and practice group leaders to redesign how matters are executed, with AI as a catalyst for change rather than an end in itself.
A core part of my approach is helping firms address the fact that strategy does not automatically translate into behavioral change. I have developed a proven process for accelerating adoption within practice groups through multiple behavioral drivers grounded in my law firm experience of what motivates lawyers. This process promotes AI use case development and embeds AI into how legal work is actually performed.
This work is done within specific practice groups and matter types, not as a general technology initiative.
Experience
I was a partner at Sullivan & Cromwell for over 20 years, with senior roles in practice group management, law firm administration, and oversight of lawyer training, how lawyers access and use information, and IT.
For the past 15 years, I have worked hands-on with firms of 200-1,000+ lawyers. I spent several years in separate sustained engagements with two AmLaw 100 firms, working closely with firm leadership and practice groups to improve matter execution and profitability. That work informs my current focus on AI adoption and change at the practice group level.
Selected Experience
- AI Rollout. For an AmLaw 50 firm, designed and managed a firmwide ChatGPT rollout across lawyers and business professionals, with approximately 60% of lawyers using the tool weekly within six months, supported by more than 100 working sessions with lawyer teams across more than a dozen practice groups
- AI Pilot. For an AmLaw 50 firm, designed and managed a multi-practice pilot comparing two leading AI tools for legal work, involving lawyers from 20 practice groups across domestic and international offices, and developed the analysis supporting the firm's selection decision
- Create Innovation Dept. For an AmLaw 20 firm, co-led the creation of a C-level innovation function focused on lawyer collaboration, information-sharing, and efficiency, including building a team of dedicated former practicing lawyers
- Legal Project Management. At an AmLaw 20 firm, designed a legal project management pilot that achieved strong ROI and partner acceptance, leading to firmwide rollout within one year
What Makes This Work Different
- Focus on practice groups, not firmwide programs
- Direct work with partners on active matters
- Emphasis on adoption and behavior change
- Grounded in law firm experience
Who I Work With
Managing partners, practice group leaders, and senior lawyers at AmLaw firms.
When Firms Engage Me
Firms typically engage me when:
- AI initiatives are not translating into measurable changes in how lawyers work
- Write-offs or realization issues remain stubbornly high
- Practice groups are not achieving expected leverage or efficiency
- Leadership wants changes in execution, not additional strategy