MLM78 Supplement

BACK TO
THE FUTURE
tech in conveyancing

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Welcome to our special technology
supplement!
In this issue, we look, examine, debate and
dissect what the industry truly needs, wants
and dreams of when it comes to technology,
with one goal in mind: making life easier.
Conveyancing is often seen as one of the
most traditional areas of law, yet it’s also one
of the ripest for transformation. From AI and
automation to smarter client communication
and data-driven risk management, the
potential for technology to reshape the
sector has never been greater. But amid
the innovation, there’s a recurring theme
throughout these pages, the importance of
preserving the human touch.
Inside, industry leaders share their visions of a
more connected, efficient and intuitive future.
From Peter Ambrose’s forecast on what’s next
for legal tech, to Jane Pritchard’s challenge
to rethink risk, and Laura Cartwright’s
reflections on how far we’ve already come,
this supplement brings together the voices
shaping the conveyancing of tomorrow.
So, as we step into this digital future, let’s
remember that technology is not here to
replace us—it’s here to empower us. Here’s to
the tools, ideas and innovations that will make
conveyancing simpler, smarter, and yes, easier.
Hayley
Hayley Dalton,
Editor, Modern Law Magazine
INTERVIEWS
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6
10
12
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17
18
21
22
26
Conveyancing, Technology and the Human Touch
Kate Darby, Professional Support Lawyer and Pardeep
Kandola, Head of Residential Property- Askews Legal LLP
Technology And The Law – A Future Forecast
Peter Ambrose, CEO of The Partnership and Legalito
Ready to Unleash Your Firms Full Potential?
Perfect Portal
How Technology Has Transformed Conveyancing
Laura Cartwright, Partner, Bell Lamb & Joynson
Rethinking Conveyancing Risk: Why 2025 is the Year to Think
Product, Not Process
Jane Pritchard, Co-Founder, Forsyte
10 Minutes With…
Sam Burrows, Operations and Relations Manager, Gilson Gray
Meet The Modern law Editorial Board
10 Minutes With…
Marc Lansdell, Managing Director, Evolve Law
Modern Law Conveyancing Awards
The Shortlist!
The Day I Was Told the Internet Was Cheating: And What It
Means for AI
Dino Dullabh, Co-Founder and Director, Law Training Centre
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Tech Supplement 3

CONVEYANCING,
TECHNOLOGY AND
THE HUMAN TOUCH
Askews Legal LLP’s Pardeep Kandola and Kate Darby share their perspective
on the challenges facing conveyancers today. From the time-consuming
burden of AML checks to the impact of fixed fees and growing caseloads, they
explore how technology can help, where it risks creating more problems than
it solves, and why the profession must balance digital innovation with the
irreplaceable value of human judgment.
Q. From your perspective, what are the biggest day-today
challenges conveyancers face that technology can
realistically help address?
A. My colleagues tell me that work relating to source of
funds and wealth checks takes up a considerable amount of
time. This is not new, but historically it simply did not exist
in the same way. The scale of checks required today can
really slow down transactions.
There are many tech companies in the market, and I would
hope that one of them approaches the banks so that this
burden can be passed onto them. Banks already know their
customers, they have visibility of monies going in and out,
and they conduct their own checks. If this responsibility
could be shifted, firms would save significant amounts of
time.
Of course, this would require AML regulations to move the
onus away from firms, which is no small task. It would need
coordinated lobbying, industry consensus, and possibly even
changes in legislation. But it is an area where sensible use
of technology and joined-up thinking could really ease the
strain on conveyancers.
Q. There is often talk of a “silver bullet” solution for the
pressures on conveyancers. Do you think that is achievable,
or are the issues more systemic?
A. Personally, I think the silver bullet is for property lawyers
to go back to dealing solely with the legal title, without the
extra responsibilities that have developed over time through
mission creep. I rarely hear property lawyers complain
about handling the legal aspects; that is what we all wish to
focus on and where our training and expertise truly lie.
For this to happen, the profession would need to take a firm
stance on how many live files a conveyancer should handle
at any one time. Ideally, we would halve caseloads and
double fees. This would allow lawyers to give each matter
the time and attention it deserves, which ultimately benefits
clients too.
My colleague, who qualified the year I was born, recalls
when conveyancing was billed as a percentage of the
purchase or sale price rather than under the fixed fee
system we now have. That system had its flaws, but it did
ensure the fee reflected the scale of the transaction. Since
the Legal Services Act 2007 opened up competition, some
firms have raced to the bottom in terms of pricing. That
serves nobody – not the lawyers who feel underpaid and
overstretched, and not the clients who risk a poorer service.
Q. Looking back at your time in practice, were there
particular technologies or tools that genuinely made your
work easier, or conversely, added more complexity?
A. I believe less is more. There needs to be a balance, where
lawyers and their teams have sufficient technology at
their disposal but not so much that it becomes a burden.
Sometimes it feels as though there is a portal for a portal,
and that can sap both efficiency and morale. Each firm
should assess how much technology it needs, depending on
its model and requirements, rather than trying to adopt
every shiny new product.
Q. What role do you think law firms and technology
providers should play in ensuring that tech actually
supports conveyancers, rather than becoming another
burden?
A. Once a firm has enough technology to support its team,
the focus should shift to helping lawyers and paralegals
understand how best to use it. Investment in training is just
as important as investment in the systems themselves.
It is also about preserving space for critical thinking. For
me, one of the best moments in practice was supervising
colleagues and seeing the penny drop when they understood
a tricky issue. That human element cannot be replicated by
a portal or a piece of software.
I am less concerned about technology becoming a burden
and more concerned about the perception that it can replace
lawyers. While it can handle repetitive tasks, it should
only ever be seen as an assistant. Professional judgment,
problem-solving, and client care are things that only people
can deliver. Law firms need to weigh their spending carefully
between technology and recruiting and retaining good
people, because without the latter, even the best tech will
fail.
Q. In your view, what small, practical changes, whether
through tech, process, or culture, could make the biggest
difference for conveyancers right now?
A. Simplifying the KYC process, and perhaps even the
wider AML process, would make a huge difference to daily
workloads. That single step would free up huge amounts of
time across the sector.
Beyond that, we need to remind ourselves that
conveyancing is not a tick-box exercise to be completed as
quickly as possible. Clients sometimes think speed is the
only metric, but that can be misleading. Taking time – in
the best sense – to ensure that legal issues are properly
identified, that clients fully understand them, and that they
are offered clear options for progression is fundamental. A
culture that values care and quality, rather than just speed
and volume, would make a tangible difference.
Q. As you have now stepped back from front-line
conveyancing, what advice would you give to firms or
innovators looking to design technology that really meets
the needs of those on the ground?
A. Tech companies should involve those who will actually
use the tools. This could mean holding discussions across
the profession or working with selected firms and their staff
through demonstrations and trials. Feedback from people on
the ground is invaluable and often reveals issues that would
not be obvious from a boardroom perspective.
And above all, the end goal should never simply be to
make things quicker. It should be to improve the process
for lawyers and clients, reduce unnecessary burdens, and
create more space for lawyers to focus on their real role:
advising clients and resolving legal issues. If technology
helps achieve that, it will be welcomed with open arms.
Emails are a good example. Used correctly, such as for the
fast transmission of draft documents, they are a huge timesaver.
But used incorrectly, such as for chasing updates,
explaining complex issues that would be better discussed on
the phone, or copying in everyone unnecessarily, they slow
things down and take up too much of a conveyancer’s time. I
know colleagues who have spent entire afternoons clearing
unnecessary emails when they could have been moving files
forward. That is not progress.
Kate Darby,
Professional Support Lawyer,
Askews Legal LLP
Pardeep Kandola,
Head of Residential Property,
Askews Legal LLP
4 Tech Supplement Tech Supplement 5

Technology And The Law
Even in residential conveyancing, where case
volumes are high and claims play an important
role, if there is no compelling reason to adopt
technology, it will not happen.
not working from offices and could not meet clients -
it simply was not possible to carry on as before. This
rare example of a “burning platform” (as popularised
by an oil rig worker who chose to jump to certain
death in the sea off the platform that was on fire) is
what forced this change.
Even in residential conveyancing, where case volumes
are high and claims play an important role, if there is
no compelling reason to adopt technology, it will not
happen.
However, what IS changing, and it’s happening now,
is that clients are using artificial intelligence (AI)
not only to ask questions of their lawyer, but also
to check the work that their lawyer is doing. We are
seeing this today in the commercial sectors and it
is rapidly moving into the private client world, with
conveyancing firms experiencing rapidly increasing use
of this technology amongst its clients. Talk to anyone
involved in dealing with client complaints and they will
confirm that many of the letters that they receive now
are generated by AI.
When it comes to any
commentary about the future
of law, most articles over the
past ten years have positioned
the role of technology as the
key to its future development.
Unfortunately for those of us
actually doing the work, the
road to widespread, productive
technology use is awfully long,
uphill and with a lot of hairpin
bends in it.
As the owner of an SME law firm, with a software
background, this gives me a lot of insight into the
issues that law firms face, and why technology
adoption is so difficult. Having set up the firm over
15 years ago and grown it to nearly 100 people, I do
believe my approach of putting significant emphasis
on using technology to protect our business and
deliver the best service we can, is the way forward.
Despite having read hundreds of thousands of words
about how technology is going to revolutionise the law,
it’s only in recent months that it seems that this might
become a reality across the industry. That’s because
there is finally a compelling reason for law firms to
change the way they manage their processes.
The Last Major Change For SME’s
Since the widespread introduction of email and case
management systems over 10 years ago, it’s difficult
to identify any significant changes that law firms have
made when it comes to adapting to technology. Ask
any software vendor what is the primary objection
they receive and it will be other issues taking a higher
priority and there are no compelling reasons for firms
to adopt new technology.
However, there was an exception five years ago and
the reasons behind it tell an important story. These
days, very few firms are still using manual client
verification checks, but are typically using either
phone applications or online platforms. The main
driver – during the pandemic was that lawyers were
Except there IS a major change coming and firms will
find, as they did during the pandemic, that they will be
forced to adopt new technology to protect themselves
and their business.
Change Is Coming And It's Clients That Are Driving It
For years, commentators have been trotting out the
somewhat simplistic message of “consumers will vote
with their feet” and those firms didn’t embrace new
technology would lose out to those that did. Whilst
there is evidence that the market is consolidating,
this does appear driven by supply mechanisms rather
than the ability or otherwise of firms to offer fast and
efficient service with the latest technology.
Arguments had typically centred around the
“Amazonisation” of legal services, which would
require law firms to change their systems and delivery
mechanisms to meet this need. Ironically, we are
starting to see evidence that it is the increased use of
technology that will make the difference for law firms,
but by their clients, rather than the firms themselves.
As customer service surveys typically, and somewhat
predictably show, clients find interacting with lawyers
challenging and are looking for a better online
experience, but there is little evidence to prove that
this is a factor on how they make their selection.
Instead, surveys show that clients will usually choose
a firm based on recommendation, price and to
some extent, online reputation. Given their relatively
infrequent use of such services, they will tolerate the
inefficiencies they experience, because they have to.
In the last few months, in my firm, we have seen a
significant increase in the use of this technology, from
clients raising their own questions on the documents
we have provided, looking to raise a claim based on
those documents, writing complaint letters, and in one
extreme case, actually issuing a claim against us to the
court with the submission written by AI.
In short, law firm owners have a responsibility to
recognise that clients are using technology that is
more advanced than the tools they allow their lawyers
to use. Which makes it even more critical that lawyers
have rapid access to accurate data and information
about their cases, to defend themselves against
criticism and allegations from their clients.
How Do We Prepare For This Change
Previously, lawyers have come to expect the Monday
morning telephone call or email from a client who has
“Looked up the issue on Google” and concluded that
whilst they appreciate the feedback from their advisor,
clearly, they were misinformed. This has driven lawyers
to learn how to deal quite efficiently with the “Google
Lawyer” issues, pointing out the usual shortcomings
and oversimplifications associated with quick web
searches.
However, in the future, Google will start to look like a
poodle compared to the rottweiler that is ChatGPT,
and lawyers will yearn for the times when they were
able to overcome their client’s delusions of informed
and expert skills. This will require a major shift in
approach from law firms, with the focus on presenting
6 Tech Supplement Tech Supplement 7

the data they hold on cases and how they give their
lawyers immediate and accurate access to it.
As a starting point, law firm owners will need to
recognise that their lawyer need this information and
take steps to invest in technology that will provide it
to them instantly. This will require a combination of
people and technology to digitise and categorise every
document in their business.
What About Today’s Technology Solutions
Commentators today espouse the virtues of the
“remarkable new technology” that is available to
lawyers that will revolutionise their working lives.
Apparently. Unfortunately, far too often, the claims that
the inefficiencies that have been massively improved,
are those that are easiest to solve.
For example, we often hear about the huge benefits
of the use of digital identification and electronic
signatures that has been brought to the apparently
burdensome issue of client onboarding. The harsh
reality is that for most law firm owners, this compliance
issue, whilst time-consuming and at times frustrating,
does not address the core issues that their business
faces. The idea that a lawyer will be offering up
sacrificial gifts to the technological gods because
clients have uploaded their identification documents
and completed their forms online, is sadly, rather
ambitious. Ask lawyers what consumes most of their
time and causes them the most frustration, and client
identification and form filling will not be high on their
list.
Indeed, one of the front-runners of frustration
and wasted time for lawyers is the inefficiency of
communication between themselves, other law
The idea that a lawyer
will be offering up
sacrificial gifts to
the technological
gods because clients
have uploaded their
identification documents
and completed their
forms online, is sadly,
rather ambitious.
firms and any other third parties involved in their
transactions. However, the very fragmented nature
of the legal market means that solving that issue sits
in the “too-difficult” pile, with hundreds of investors
over the years ruing the day they were convinced
to invest in the latest communication platform that
would solve this problem. The hundreds of millions of
pounds spent sponsoring trade shows, awards dinners
and conferences over the years, could have been
better invested on building a decent piece of scanning
software.
For those technology providers relying on the “silver
bullet” of integration with case management systems
to deliver adoption, unfortunately, there is little
evidence to prove this is a reality. Even combining the
best will in the world with podcasts, roundtables and
video presentations, if a technology does not deliver
immediate time and efficiency savings, with minimal
training and installation, then integration does not
help. The highway to technology innovation adoption
is littered with dozens of disappointed entrepreneurs
who failed to convince case management providers to
enable their product to be integrated.
In the SME world, with the exceptions of anti-money
laundering technology and unified product ordering
platforms for conveyancing lawyers, there have been
precious few success stories for the introduction
of new technologies. However, given the success
of firms in the deployment of AI in large firms,
specifically around due diligence, contract drafting
and management, there is good reason to hope that
the use of AI in SME’s could maybe break this rather
depressing mould.
Unfortunately, when it comes to deploying AI within
the SME space, there are significant challenges due
mainly to the lack of information being held in a
format that can be processed. Until law firms start
embracing paperless environments, this will hold back
their development and use of AI. With law firms being
either paper-based or storing information in scanned
PDF documents, until this is addressed, then even
considering the use of AI for more effective working is
somewhat fanciful.
However, the really encouraging first step is that AI
turns out to be pretty good at reading documents
that previously could not be processed. It’s ability
to process images goes far beyond the consumer
offerings to determine the designer of the jeans as
worn by a popular social media influencer. This means
that for the first time, lawyers will be able to process
all documents relatively easily and cost-effectively
and then go on to use AI to analyse and process their
content.
This must be balanced by the reality that the
AI solutions that have suddenly appeared from
established technology providers are sometimes
little more than wrappers around the technology that
lawyers are using in any event. The rise in the use of
Microsoft Co-Pilot by lawyers is welcomed, but it does
mean that they are becoming a little more sceptical of
those firms that are offering similar technology, albeit
wrapped in a slightly different colour.
Unfortunately, the recent legal cases where AI has
been shown to “hallucinate” and make up case
references and indeed facts, has resulted in an
understandable amount of scepticism amongst
lawyers. Given the critical need for accuracy and
repeatability, where such technology has been shown
to be fallible, it does play into the hands of those that
seek to undermine it, especially given the very real
threat that it poses to their roles and future careers.
Although it is easy to point out that this is
new technology, with the accompanying and
understandable teething problems, progress is
remarkably swift. From AI firms being accredited by
the regulators, those that are developing solutions that
are outperforming students in the SQE exams, right
though to those with access to funding to buy law
firms, improvements are being made on a daily basis. It
will not be long before the excuse “we do not trust the
output of AI” will be consigned to history.
Where technology is starting to make inroads in
AI is where there are very specific issues that are
being addressed, such as pursuing small claims,
identifying compliance issues in conveyancing and
disputing speeding fines. The impact of such specialist
technology will no doubt mean that the generic
solutions currently being promoted that require
significant expertise and training by lawyers to use will
start to show their age very quickly indeed.
What Does The Future Hold?
For the first time since the pandemic forced us
to switch away from manually checking client
identification documents, we find ourselves in a
position where doing nothing is not an option. While
in the past, law firms could get away with the “brute
force” approach with lawyers forced to work longer
hours on more cases, now, with clients responding
more quickly, in a more demanding and informed way,
lawyers will start running out of excuses, and time will
become even more precious than it is already.
While we see some welcome initiatives around data
sharing, unfortunately, their success is far from likely,
given a lack of clarity over what the data will actually
be used for. Naturally it makes sense to hold data
electronically, but until lawyers start demanding this,
then there is no initiative or indeed incentive for case
management suppliers to make the changes needed to
support these nascent concepts.
With the increasing focus on work-life balance,
lawyers will need to be given better technology and
access to data to help defend themselves from the
increasing challenges that we are seeing. This will
require digitisation of documents that are currently
unstructured and difficult to process. However, this
conversion is absolutely critical and given that AI
technology is evolving that can address this issue, it is
expected that the move to digital data may accelerate
far faster than before. This first step and the move
toward cloud-based systems is critical, and will be
driven by the increasing demands, and indeed claims,
from clients.
The increasing instances of cyberattacks make the
use of on-premise case management system less
attractive. It is expected that purely cloud-based
technology will become a prerequisite for any law firm
looking to protect their data and provide resilience
against attack. Encouragingly, we are now starting to
see an increasing number of firms switching away from
systems that have been in use for more than 10 years,
to newer, more resilient and scalable platforms.
One of the more difficult challenges is to estimate the
timescales that are involved. Too frequently, we see
commentators and indeed the more sceptical amongst
the legal profession suggest that these changes to
a digitised and more efficient legal ecosystem will
take years if not decades to achieve. However, given
the speed with which we have seen the problem of
document processing and analytics being made a
reality, it is more likely that the timescales involved will
be measured in months rather than years.
We cannot compare the speed of change in the lack
of adoption of technology over the last 10 years with
what the future holds. Once major law firms start
demonstrating the savings, reduced risks and improved
client service that technology can genuinely deliver,
then the acceleration in its use will undoubtedly
increase.
From evidence we’ve seen over the past six months,
the rapid and sophisticated client use of AI will drive
the adoption of technology in law firms at a rate none
of us have seen the like of which before.
Peter Ambrose,
CEO of The Partnership and Legalito – specialists
in the delivery of transparent and ultra-efficient
conveyancing software and services.
8 Tech Supplement Tech Supplement 9

10 Tech Supplement Tech Supplement 11

HOW TECHNOLOGY HAS
Transformed
Conveyancing
Over the last decade, conveyancing has shifted from
being largely paper-based to operating in an almost
fully digital world. The pace of change has been steady
rather than sudden, but the impact has been profound.
Today, technology touches every part of the process,
from the moment a client instructs a firm
to the day they collect their keys.
Ten years ago, conveyancing looked very different. Files were
stored in paper folders, signatures were wet-ink only, and
correspondence was often sent through the post. ID checks
were carried out face-to-face, slowing down onboarding.
Updates were usually shared over the phone, leaving clients
with limited visibility on progress. Lawyers spent large parts of
their day managing admin rather than focusing on client care.
Fast forward to today, and the picture has completely
changed. Some of the most significant developments include
digital onboarding and ID verification, where clients can
now complete secure checks remotely using biometric tools,
making the process faster and more convenient. E-signatures
have replaced postal delays with instant, trackable signing,
helping matters move along more efficiently. Integrated case
management systems, particularly cloud-based platforms,
bring every stage of a transaction together, from document
drafting and billing to compliance. Live data dashboards
give lawyers and Managers real-time access to financial and
compliance information, helping to manage workloads and
spot issues early. Client-facing technology has also advanced,
with dedicated client apps allowing clients to track progress,
message their lawyer, sign documents, and upload ID, all in
one place.
Search automation and digital Land Registry access mean
that local authority searches and Land Registry updates can
now be ordered electronically, cutting turnaround times and
reducing errors. Cloud-based working supports hybrid teams
and ensures continuity, with access to files and systems from
anywhere. Automation tools such as document templates,
workflow prompts, and compliance reminders have reduced
manual admin and freed up time for client communication.
Online review collection has become easier, with QR codes in
client care letters allowing clients to quickly leave a review on
their phone. This gives firms real-time insight into satisfaction
and helps build trust through transparency.
Together, these developments have made the conveyancing
process more efficient, accurate, and client-focused. Tasks
that once took days can now be completed in minutes, with
fewer errors and less reliance on paper. Clients have greater
visibility and control over their case, with instant updates,
secure messaging, and digital tools that make each step more
straightforward. For firms, these tools have reduced admin,
improved compliance, and allowed teams to spend more time
on what matters most – supporting clients through one of the
most important transactions of their lives with clarity, care,
and confidence.
While technology brings many advantages, it also raises
expectations and introduces risks. One challenge is that
clients often expect constant updates via the app and
instant replies, even when there is nothing new to report.
Conveyancing still involves steps outside the control of the
legal professional, such as searches or waiting for responses
from other solicitors, and clients may not always appreciate
what is happening behind the scenes. Reliance on technology
can sometimes be risky. Online systems may slow down or
crash, affecting the pace of work. There is always a risk around
security and data protection. For example, the recent Legal
Aid Agency data breach exposed sensitive client information
after a cyber incident. Such incidents underline the
importance of vigilance, especially when adopting advanced
tools.
Firms must take this responsibility seriously. It is essential
to deploy well-trusted, secure platforms and continuously
review infrastructure to protect client information. Balancing
digital tools with personal service remains important, because
some clients prefer face-to-face meetings or traditional
communication styles. For those clients, the same quality of
service should be provided, whether they use an app or meet
in person. Clear communication helps manage expectations,
explaining what technology can do, what it can’t do, and
why some steps take time. Success lies in combining smart
systems with human oversight so that clients feel supported
and not overwhelmed throughout the process.
The next few years are likely to bring even greater use
of technology in conveyancing, with a growing focus
on automation, artificial intelligence, and deeper digital
integration across the entire transaction. AI tools are
expected to play a larger role in supporting document
drafting, risk checks, and data analysis. Some platforms
are already incorporating AI functionality, with regulatory
approval, to improve efficiency and accuracy under proper
supervision. But as recent cases have shown, such as the
lawyer penalised for submitting AI-generated false citations,
technology must always be used responsibly, with human
oversight remaining essential.
Further integration with HM Land Registry and local
authorities is likely, paving the way for near-instant digital
registrations and fewer bottlenecks. Digital ID verification will
continue to evolve, with biometric checks becoming standard.
Predictive analytics and smarter dashboards will help firms
spot potential delays before they happen, while workflow
automation will manage routine tasks and reminders, ensuring
nothing is missed. There is also growing interest in blockchain
technology for property transactions, which could eventually
make ownership records more secure and transparent. While
still in its early stages, it points to a future where data sharing
across stakeholders, including lawyers, lenders, estate agents,
and surveyors, becomes fully connected.
For clients, expectations around speed, transparency, and
convenience will keep rising. Secure apps, instant updates,
and digital communication are fast becoming the norm. Not
every client wants a fully digital journey, and some still value
face-to-face meetings and traditional correspondence. Firms
will need to balance innovation with flexibility, tailoring the
experience to each client’s preferences.
To prepare, firms should invest in trusted, secure technology
and ensure staff receive proper training on new systems.
As reliance on digital tools grows, cybersecurity will remain
a top priority, with multi-factor authentication, encryption,
and regular system reviews essential to protect client data.
Clear communication is also key, explaining how technology
supports the process and what clients can expect at each
stage.
Ultimately, the future of conveyancing will depend on how
well firms combine digital efficiency with human connection.
Technology should be seen as a tool to enhance service, not
replace it. The goal is to deliver a process that is faster, more
transparent, and always guided by care and experience.
Laura Cartwright,
Partner, Bell Lamb & Joynson
12 Tech Supplement Tech Supplement 13

RETHINKING
CONVEYANCING RISK:
The conveyancing industry
stands at a remarkable inflection
point. As we navigate 2025,
the convergence of regulatory
pressure, technological maturity
and emerging tech capabilities
has created a unique opportunity
to fundamentally rethink how
we approach risk management
in property law. The piecemeal,
unmonitored adoption of AI
technologies, combined with
legacy tech practices that leave
firms exposed to compliance
failures, has created critical gaps
in risk practice. We have the
perfect opportunity to reimagine
how we assess and manage risk
in conveyancing, moving beyond
incremental improvements
to existing workflows onto
horizontally integrated solutions
that transform how we identify,
assess, and mitigate risk across
the entire client and matter
lifecycle.
WHY 2025 IS THE
YEAR TO THINK
PRODUCT, NOT
PROCESS
The Compliance Crisis in Conveyancing
Conveyancing has emerged as one of the highest-risk sectors
within legal services. Statistics show that practices face
enhanced regulatory scrutiny from the SRA, with AML and
KYC compliance failures representing a significant source
of practice restrictions, unlimited fines, and reputational
damage. The UK property market, with its complex web of
client identities, source of funds verification, and politically
exposed persons (PEPs) screening, creates a perfect storm of
compliance challenges.
The current approach to risk assessment in conveyancing
is fundamentally broken. Since 2020 firms have rushed to
implement emerging point solutions which provide valuable
insights at client level but fail to deliver a holistic view of
matter and practice-wide risk. The SRA warnings and reports
confirm that firms rely on tick-box risk templates that satisfy
neither the letter nor the spirit of SRA requirements, creating
dangerous gaps between regulatory policy and actual
practice.
The rush to adopt new tech is not the issue. With the
introduction of "Safe Harbour" from HMLR, and the fear of
fines, conveyancing practices have been scaling a steep cliff of
enhanced due diligence which has become insurmountable.
The 2025 Technology Landscape: A Paradigm Shift
What makes 2025 different is not just the availability of
AI and ML technologies, but our growing understanding
of how to apply them thoughtfully to complex regulatory
environments. The era of throwing technology at problems
without understanding the problem statement is ending. We
are entering an age of product thinking, designing solutions
that solve fundamental problems rather than merely digitising
broken processes.
The key shift is moving from technology-first to problemfirst
thinking. Traditional legal technology has focused
on automating existing workflows, often perpetuating
inefficiencies and compliance gaps. A digital policy can be no
more effective than a PDF policy. Products must derive from
a deep understanding of regulatory requirements and user
needs, solutions that make compliance intuitive rather than
burdensome.
This product-centric approach recognises that effective
compliance must serve multiple masters. It must satisfy
regulatory requirements, integrate seamlessly with existing
practice management systems, and crucially, ignite culture
change, bringing people to the tech rather than forcing
tech on the people. The firms that will thrive are those that
understand this balance.
The User Experience Revolution in Legal Compliance
Product-thinking law firms are now recognising that
compliance can be a competitive advantage when delivered
through exceptional user experience. Instead of complex
linear workflows that create burdensome bottlenecks,
firms can harness intelligent, contextual systems that guide
users through risk assessments, improving their compliance
confidence.
The key insight is bringing people to the technology, not
forcing technology onto people. When compliance feels
seamless and intuitive, adoption follows naturally, creating
the cultural change necessary for genuine risk mitigation.
Rather than requiring users to become compliance experts,
by embedding expertise into the experience, best practice
becomes the path of least resistance.
From Frankenstein Tech-Stacks to Integrated Intelligence
One of the biggest challenges facing conveyancing practices
is the proliferation of disconnected systems, or "Frankenstein
tech-stacks." Firms typically use separate applications for
case management, identity verification, AML screening, open
banking, document production, and client communication.
Each system contains valuable data, but the lack of
integration means crucial risk indicators remain hidden in
silos.
Interoperability can seem like a foolish pipedream, but
the time has come to address this challenge by creating
integration frameworks that unify data from multiple sources
without disrupting existing supplier relationships. Rather
than requiring firms to replace their entire technology stack,
introduce the intelligent horizontal layer that connects
disparate applications, surfacing insights that would
otherwise remain buried.
Perhaps the most exciting development is the move from
static, point-in-time assessments to dynamic risk profiles.
Traditional risk assessments are snapshots that capture
risk at a single moment but fail to account for changing
circumstances or emerging threats. AI-powered solutions can
harvest multiple data sources, updating risk profiles as new
information becomes available and alerting lawyers to risk
proactively rather than reactively.
Technology Trust
The ultimate measure of compliance technology success
is not technical sophistication but cultural adoption. The
most elegant AI system is worthless if users work around it
reluctantly. Compliance applications should recognise that
changing behaviour requires understanding the psychology
of how people work and designing systems that feel natural
and rewarding to use.
Technology adoption in legal practices is fundamentally
about trust. Lawyers will embrace systems that make them
feel more confident and capable in their work while resisting
those that feel imposed as thoughtless add-ons, attempts to
throw AI at the process not the problem.
The Competitive Advantage of Compliance Excellence
Forward-thinking conveyancing practices are beginning
to recognise that excellence in compliance can become
a significant competitive advantage. In an increasingly
regulated environment, the ability to demonstrate
robust, auditable risk management processes becomes a
differentiator when competing for high-value clients and
referral relationships.
Moreover, practices that invest in sophisticated compliance
technology often discover unexpected operational benefits.
Better data integration leads to improved client service,
automated risk monitoring reduces manual workload, and
comprehensive audit trails streamline regulatory inspections,
banishing audit anxiety. What begins as a compliance
investment becomes a practice efficiency multiplier.
Looking Ahead: The Future of Conveyancing Risk
As we progress through 2025, the conveyancing practices
that will thrive are those that embrace this new paradigm of
product-thinking in compliance technology. They will move
beyond seeing risk requirements as burdens to be minimised
and instead recognise them as opportunities to build
stronger, more resilient practices.
The technology exists to make this transformation possible.
What remains is the vision to implement it thoughtfully,
with deep understanding of both regulatory requirements
and user experience. The firms that master this balance will
not only achieve compliance excellence but will discover
that exceptional risk management becomes a source of
competitive advantage.
The future of conveyancing lies not in choosing between
technology and tradition, but in using human-centric tech
solutions that enable the ethical, client-focused legal service
delivered with unprecedented efficiency and insight.
About Forsyte
Forsyte is an end-to-end horizontal risk platform designed
specifically for UK law firms, delivering comprehensive
client, matter, and practice-level risk assessment across
the complete legal lifecycle. Using advanced multiagent
orchestration, intelligent coaching workflows, and
sophisticated data harvesting capabilities, Forsyte transforms
fragmented compliance processes into seamless, SRAcompliant
risk management that integrates naturally into
existing practice workflows. Founded on the principle that
exceptional compliance should enhance rather than hinder
legal practice, Forsyte enables firms to move from reactive
tick-box culture to proactive risk intelligence that spans all
aspects of legal practice risk.
For more information, visit www.forsyte.co
Jane Pritchard,
Co-Founder, Forsyte
14 Tech Supplement Tech Supplement 15

10 MINS WITH
Minutes With...
Sam Burrows
QWhat is your most memorable achievement whilst
working in your current role?
AI’ve only been in my current role a few weeks, so it feels
too soon to claim any memorable achievements. Ask
me again in a year and I’m sure I’ll have plenty to share.
Looking back over my career, one highlight stands out: coorganising
the Aconveyancing Charity Event in 2023.
It was a milestone personally and professionally. I had
never organised anything on that scale, especially an event
bringing together so many people from across the industry.
What made it special was that it wasn’t just a celebration of
our profession, but also a chance to raise money for a charity
close to my heart. Seeing everyone come together, enjoying
themselves, and knowing we were making a real difference
was a moment of immense pride.
We repeated the event in 2024 with equal success. We’ve
taken a break this year, but the enthusiasm remains. I know
this event has to return because it symbolises everything I
believe in: bringing people together, celebrating what we do,
and giving back in a meaningful way.
QWhat has been the most valuable piece of advice you
have been given?
AThe best advice I’ve received is simple but profound: you
can’t control everything in a transaction, but you can
control how you respond.
As a younger conveyancer, I often felt overwhelmed by the
unpredictable nature of the job. Transactions are complex,
clients are under pressure, and things go wrong. Trying to
control every detail is exhausting – and impossible. But
shifting focus to how you respond – in handling challenges,
communicating, and supporting others – changes everything.
This advice has stayed with me in my career and life. We
can’t control what happens to us, but we can choose our
response. That, I believe, is the real measure of resilience.
QWhat has been the key positive or negative impact of
change in your area of the market?
The change has been more negative than positive. The
A increasing administrative and compliance tasks placed
on conveyancers have added heavily to workloads and slowed
processes, leaving less time for core work.
This has created inefficiencies across the industry, added
pressure to professionals, and affected the client journey.
Clients want clarity, reassurance, and timely progress, but
when we’re buried under paperwork, it’s hard to give them
the attention they need. The industry must address this to
retain talent and deliver the service clients expect.
QIf you were not in your current position, what would you
like to be doing?
AAside from sitting in a sunny piazza in Italy – which
doesn’t pay the bills – I’d still want to do something
people-related. I thrive on interaction and helping others.
If talent weren’t a barrier, I’d have loved to be a backing
singer for Beyoncé – the problem is, I can’t sing a note!
QWhat three items would you put on display in a museum
of your life and why?
AFirst, my Wham! scrapbook, marking the start of my
love of music. Second, a disco ball, representing the
joy and freedom I find in dance. Third, photographs of my
family and friends – the most important part of my story and
a reminder of how lucky I’ve been.
QWhat three guests would you invite to a dinner party?
AStephen Fry, for his wit and intelligence; Marilyn
Monroe or Jim Morrison, to hear their stories firsthand;
and my daughter, my favourite person, without whom no
dinner party would feel complete.
Sam Burrows,
Head of Growth and Development, Gilson Gray
16 Tech Supplement
Tech Supplement 17

EDITORIAL BOARD
To discuss joining the Editorial Board please
contact kate@charltongrant.co.uk
Adrian Jaggard
CEO,
Taylor Rose
Alex Holt,
Chief Revenue Officer,
The Cash Room
CONVEYANCING EXPERT PANEL
Keith Ahmed,
Managing Director,
Sort Group
Neil Beck,
Owner of NB Consultancy and
NED & Fractional Sales Director,
Aquarius Reporting
Angela Hesketh,
Head of Market
Development,
Pexa
Chris Loaring,
Managing Director,
Landmark Information (Legal)
Neville Dinshaw,
Managing Director of Law,
Mergers & Acquisitions
Phil Cotter,
CEO,
SmartSearch
Natalie Summers,
Director & Head of
Conveyancing,
CJCH Solicitors
Priscilla Sinder,
Managing Director,
PC Consultancy
Sam Kimber,
Probate Researcher
& Genealogist,
Pro-Gen Research
WILLS & PROBATE EXPERT PANEL
James Pearson,
Director,
Bequest
Marie Harrison-Stradling,
Workflow Team Manager,
Ochresoft
Sarah Murphy,
General Manager,
Clio International
Stuart Whiter,
Associate Portfollio Director,
AJ Chambers
18 Tech Supplement Tech Supplement 19

10 MINS WITH
Minutes With...
Marc Lansdell
QWhat is your most memorable achievement whilst
working in your current role?
AThe proudest moment of my career has been
seeing our first colleagues qualify as Licensed
Conveyancers. Watching their hard work and
perseverance pay off felt like more than just a
professional milestone – it was a personal one too.
It wasn’t only about their success, but also what it
represented for the organisation. It showed our vision
of creating an environment where people could grow
and achieve their ambitions was working. I’ve always
believed the most meaningful legacy a leader can leave
is not simply business growth, but the growth of people.
Seeing those first team members qualify proved we are
not just running a company – we are building careers
and nurturing futures.
QWhat has been the most valuable piece of advice
you have been given?
AThe best advice I’ve received is that every business
is, at its heart, a people business. You can have
the best systems and strongest brand, but ultimately,
it’s the people you surround yourself with who drive
success. Look after them, invest in them, and recognise
them, and they will take the business further than you
imagined.
This principle has shaped how I lead. Trust, respect,
and empathy are not “soft skills” – they are essentials.
Whenever I face a tough decision, I ask: “What does
this mean for our people?” If we get that right, the rest
usually follows.
What has been the key positive or negative impact
Q of change in your area of the market?
AThe most significant change has been negative. The
role of a conveyancer has shifted, and not always in
ways that benefit professionals or clients. Increasingly,
conveyancers are asked to take on tasks outside their
training, yet still expected to carry all the risk.
This pressure is unsustainable. It creates stress for
professionals and undermines the service clients
receive. What we need now are clearer boundaries,
better recognition of expertise, and a renewed focus on
protecting both practitioners and the public.
If you were not in your current position, what would
Q you like to be doing?
AIf you asked my team, they’d probably joke that I’d
spend all my time on the golf course. And while
there’s some truth in that, the reality is I once dreamed
of something very different. I wanted to be a fighter
pilot and even briefly joined the RAF to train as one.
Although life took me on another path, the idea of
soaring through the skies still feels like one of those
great “what might have been” moments.
QWhat three items would you put on display in a
museum of your life and why?
AFirst would be Evolve’s first CLC licence, a symbol
of everything we worked for and the foundation of
what we’ve built. Second would be an Arsenal shirt,
representing my lifelong passion for football and the joy
and frustration that come with supporting them. And
finally, a picture of my family – because no matter what
I achieve professionally, nothing compares to them.
QWhat three guests would you invite to a dinner
party?
AMy first guest would be Siddhartha Gautama,
the Buddha. While I’m not a Buddhist, I’ve
always found Buddhist teachings on compassion and
mindfulness insightful, and I’d love to learn from him
directly. My second guest would be Thierry Henry – my
Arsenal hero and one of the greatest players of all time.
And finally, my grandfather, who was and continues to
be the greatest influence on my life. To sit down with
him again and hear his wisdom would be the greatest
gift.
Marc Lansdell,
Managing Director, Evolve Law
20 Tech Supplement Tech Supplement 21

CONVEYANCING AWARDS
2025
To all those shortlisted, we can’t
wait to celebrate with you!
THE RUM WAREHOUSE, LIVERPOOL
Tickets available at - www.mlconveyancingawards.co.uk
KINDLY SPONSORED BY
KINDLY SPONSORED BY

Conveyancing Firm of the Year
- North of England
Bell Lamb & Joynson Solicitors
Birchall Blackburn Law
Enact
Milne Moser Solicitors
Napthens LLP
Oliver & Co Solicitors
Stephensons
Conveyancing Firm of the Year
- Midlands
Davisons Law
Fletcher Longstaff
Josiah Hincks Solicitors
Lucas & Wyllys Solicitors
Smith Partnership Solicitors
Sort Legal
Thomas Flavell & Sons Solicitors
Conveyancing Firm of the Year
- South of England
AVRillo LLP
Evolve Law
Foot Anstey LLP
PCS Legal
RG Law
Stephens Scown LLP
Watkins Solicitors
Conveyancing Firm of the Year
- Wales
Alwena Jones & Bright Ltd
CJCH Solicitors
Gateway 2 Conveyancing Ltd
JCP Solicitors
RJM Solicitors
Sort Legal
National Conveyancing Firm
of the Year
Birchall Blackburn Law
Dutton Gregory Solicitors
Fletcher Longstaff
Irwin Mitchell
Muve
PCS Legal
Stephensons
Residential Property Team
of the Year
AVRillo LLP
HMD Legal
Napthens LLP
Paul Crowley & Co
PCS Legal
RG Law
Switalskis Solicitors
Commercial Property Team
of the Year
Lightfoots Solicitors
RJM Solicitors
Rowlinsons Solicitors
SJP Solicitors LLP
Stephensons
Search Provider of the Year
Dye & Durham
Groundsure
Martello
Move Reports
OneSearch
SearchFlow
The Search Bureau
Innovation of the Year
AVRillo LLP
Legalito Ltd
LMS
ntitle Ltd
PCS Legal
Perfect Portal
Smokeball
Rising Star of the Year
Alexandra (Ally) Stretton - Rowlinsons Solicitors
Hannah Dowling - HMD Legal
Ismail Al-Saleh - The Partnership
Marcus Walker - Davisons Law
Miles Forsdike - PCS Legal
Natasha Moore - Josiah Hincks Solicitors
Tom McLaren-Roberts - Conveyancing Direct
Property Lawyers (CDPL)
Service Provider of the Year
Armalytix
Certain Surveyors
InTouch
LMS
Martello
Perfect Portal
Property Conveyancing Consultancy
Client Care Award
Attwells Solicitors LLP
AVRillo LLP
Napthens LLP
Oliver & Co Solicitors
PCS Legal
Stephens Scown LLP
Switalskis Solicitors
Best Use of Technology
AVRillo LLP
Collaborative Conveyancing
Convey Law & Convey365
Cook Taylor Woodhouse Solicitors (CTW)
LMS
ntitle Ltd
Outstanding Commitment to Training
Attwells Solicitors LLP
AVRillo LLP
Birchall Blackburn Law
Conveyancing Direct Property Lawyers (CDPL)
Dutton Gregory Solicitors
PCS Legal
RG Law
Mental Health & Wellbeing Award
AVRillo LLP
Convey Law
Evolve Law
Martin Tolhurst Solicitors
Stephensons
Thomas Flavell & Sons Solicitors
Conveyancer of the Year
Bethany Western - RG Law
Gareth Jones - Napthens LLP
Helen Schofield - MSB Solicitors
Kiri Kkoshi - Healys LLP
Tom Ansell - Heald Solicitors
Trisha Parmar - Josiah Hincks Solicitors
Zoe Matthews - Conveyancing Direct Property
Lawyers (CDPL)
Managing Partner of the Year
Angelo Piccirillo - AVRillo LLP
James Scozzi - Elite Law Solicitors
Karen Marsh - RG Law
Marc Lansdell - Evolve Law
Martin Bowers - Cook Taylor Woodhouse
Solicitors (CTW)
Navead Yousaf - Burgh Thorpe Solicitors
Phillipa Edmunds - SJP Solicitors LLP
Business Development
Professional of the Year
Adam Bainbridge - RG Law
Alex Holt - Cashroom Ltd
Hannah Midgley - Switalskis Solicitors
Paul Gregory - SortRefer
Sarah Howard - Elite Law Solicitors
Sharon Beedham - Movera
Sophie Luckett - RG Law
Female Trailblazer of the Year
Claire Wright - Conveyancing Direct Property
Lawyers (CDPL)
Jennifer Finch - Sort Legal
Laura Everitt - Elite Law Solicitors
Natalie Summers - CJCH Solicitors
Sarah Cookson - Switalskis Solicitors
Sarah Lloyd - Conveyancing Direct Property
Lawyers (CDPL)
Yanthé Richardson - Foot Anstey LLP
Giving it Back Award
Bell Lamb & Joynson Solicitors
Birchall Blackburn Law
Convey Law
MSB Solicitors
Oliver & Co Solicitors
Stephensons
Thomas Flavell & Sons Solicitors
Best Workplace Award
AVRillo LLP
Conveyancing Direct Property Lawyers (CDPL)
Enact
Movera
MSB Solicitors
Oliver & Co Solicitors
PCS Legal
Outstanding Employee of the Year
Ellie Bellas - Grey-Smith Legal Limited
Helen Schofield - MSB Solicitors
Lisa Bailey - Sort Legal
Miles Forsdike - PCS Legal
Nathalie Harris - Dutton Gregory Solicitors
Sheryl Hodgson - Armalytix
Zoe Matthews - Conveyancing Direct Property
Lawyers (CDPL)

THE DAY I
WAS TOLD THE
INTERNET
WAS CHEATING:
AND WHAT IT MEANS FOR AI
“That’s Cheating”
I still remember the first time I used the internet for legal
research. I was twenty-two, a university student doing
unpaid work experience at a small local firm. The office had a
traditional law library: dark wood shelves lined with leatherbound
volumes, a quiet, almost reverential atmosphere. Of
course, it also housed the firm’s liquor cabinet, along with a
bean-to-cup machine which was a technological marvel back
then, possibly the first one in the town. It was impressive, and
designed for hours of study.
Two decades ago, a lesson in
a firm’s law library showed
me how fear shapes our view
of new tools. Today, the
same question faces firms as
junior lawyers enter practice
with AI at their fingertips.
The internet was new then and, even though painstakingly
slow by today’s standards, it was much faster than
searching the physical library. This was the early 2000s:
no comprehensive databases, and the web was far less
developed than it is today. I was using a browser called
Netscape and Google was still “new.” Even so, within an hour
I had completed the note.
When I handed it over, the lawyer looked at me, surprised.
“How did you do it so quickly?” he asked.
“I used the internet,” I said.
His response has stayed with me ever since: “That’s cheating.”
At the time, I thought he was joking. He wasn’t. For him, the
idea that you could replace hours in the library with minutes
online wasn’t progress, it was a threat. And that moment
captures a tension the legal profession has wrestled with ever
since.
Generational Shifts in Legal Research & Practice
Looking back, I realise my experience wasn’t unique. Every
generation of lawyers has entered the profession with a new
tool at its fingertips.
For my generation, it was the internet. For the next, it was
digital platforms such as LexisNexis, Westlaw, and Practical
Law, resources that made research easier and faster. Each
step felt disruptive at the time. But within a few years,
what once seemed like a shortcut quickly became standard
practice.
What one generation dismisses as “cheating” almost always
becomes the norm for the next.
Today’s Shift: AI as the Starting Point
Now, we are seeing the next shift. Today’s junior lawyers are
entering the profession with AI as their starting point.
They have grown up surrounded by smartphones, Siri, Alexa,
and instant access to information. At university, many are
already using AI-enabled tools to help with study, revision,
and drafting. Training providers are starting to build these
technologies into their teaching. For this new generation, AI
is not a novelty. It is simply part of how work gets done.
This changes the baseline. Just as my generation saw online
search as obvious, and the next regarded digital databases as
indispensable, the newest entrants will see AI as part of the
furniture. The question for the profession is not whether they
will use it, but how firms will respond.
The Opportunities Junior Lawyers Bring with AI
There are clear opportunities. AI can speed up the mechanics
of legal work: drafting first versions of documents, pulling
together summaries, and searching through precedents in
minutes rather than hours.
This has an obvious benefit for clients. Faster turnaround
times, clearer communication, and more predictable costs all
flow from effective use of technology. For firms, it also means
26 Tech Supplement
Tech Supplement 27

juniors are freed to spend more time on tasks that demand
human judgment: analysis, strategy, and client engagement.
There is also an innovation dividend. Because juniors are often
closest to these tools, they are well placed to suggest new
and imaginative ways of applying them. Where senior lawyers
may hesitate, juniors may experiment. In this way, AI is not
just a productivity aid but a source of fresh ideas for how
legal services might evolve.
The Tensions & Fears
But the opportunities come with tensions. For many senior
lawyers, the arrival of AI feels unsettling. Concerns about
accuracy, confidentiality, and professional responsibility are
valid, and they echo the same hesitations I encountered two
decades ago when I used the internet instead of the library.
There is also a human dimension. Senior lawyers may feel
threatened by juniors who can accomplish in minutes what
once took hours. This is not simply about technology, it is
about identity. If the skills you were trained to value are
suddenly bypassed, it is natural to feel insecure.
Just as in my early experience, resistance often comes
less from the tool itself and more from the fear of what it
represents: obsolescence.
The Risk of Over-Reliance
Alongside these fears, there is a real risk for juniors
themselves: over-reliance.
If junior lawyers lean too heavily on technology, they may
miss the chance to build the reasoning skills that underpin
good judgment. Accepting outputs at face value is dangerous
in a profession where accuracy and nuance matter. Without
the discipline of working through the problem themselves,
they may lack the ability to “check the checker.”
We have seen this first-hand in our law school. AI can be
incredibly useful once students already understand the law.
It helps sharpen exam technique, strengthen recall, and
build the stamina needed for demanding multiple-choice
assessments that test both speed and knowledge. In this
context, AI acts as a multiplier, accelerating learning and
boosting performance.
But when a student has not yet learnt the underlying law, the
picture is very different. Without a foundation, they cannot
tell when AI has made a mistake, misapplied a principle,
or simply invented a case. Used too early, AI risks creating
overconfident learners who lack the depth to challenge it.
It shows through in exam results, and if by luck they pass, it
shows up when they get into practice. Shortcuts rarely work
in real life.
The same applies in practice. AI should be treated as a
support, not a substitute. Lawyers must be trained to question
its outputs. Otherwise the very tools that promise efficiency
may undermine competence, leading to costly mistakes we
later read about in the legal press.
The Risk of Resentment
There is another, more subtle risk: resentment.
Junior lawyers may feel that AI deprives them of the
formative experiences that build confidence and competence.
For decades, early career development has centred on tasks
such as trawling through case law, drafting the first version of
an agreement, or piecing together a chronology from scratch.
These exercises were time-consuming, but they were also
where real learning happened.
If those opportunities are outsourced to technology, juniors
may worry they are being trained as “AI operators” rather
than lawyers. The danger is not only a loss of skills, but also a
loss of identity: the sense that they are building professional
judgment through experience.
Firms must be mindful of this. AI should enrich training, not
erode it. Leaders need to strike a balance, using technology
to streamline workflows while still giving juniors the space to
practise, make mistakes, and grow into their role.
What Law Firm Leaders Must Do
So what should firms do?
First, change the mindset: AI is not “cheating,” it is changing.
But change must be guided. Leaders should create safe
spaces where juniors can use new tools openly, experiment
with them, and learn their strengths and weaknesses.
Second, reinforce training. Technology can support, but it
cannot replace, the development of deep legal knowledge
and judgment. Juniors must be encouraged to challenge
outputs, not simply accept them.
Third, improve mentoring and supervision. Senior lawyers
should model how to integrate these tools into practice,
showing juniors not just what to use them for, but how to
question them.
Finally, reframe the lawyer’s value. In a world of powerful
tools, the real value lies less in recalling information and more
in applying judgment, exercising discernment, and building
trusted relationships with clients.
Closing Reflection: Learning from the Library
When I think back to that moment in the law library, I
smile. What was once called “cheating” is now considered
completely unremarkable. Nobody today would think twice
about using the internet for research.
AI will follow the same path. Today, it is controversial.
Tomorrow, it will be routine. The real question is whether
firms will embrace it in a way that strengthens the next
generation of lawyers, or allow fear and resentment to hold
them back.
If firms nurture juniors properly, AI will not dilute lawyering.
It will elevate it. Just as the internet reshaped research, these
new tools can reshape practice. But the heart of law remains
the same: judgment, integrity, and service. The tools may
change, but the mission does not.
Dino Dullabh,
Co-Founder and Director,
Law Training Centre
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28 Tech Supplement
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