{"id":387808,"date":"2026-06-20T12:00:33","date_gmt":"2026-06-20T06:30:33","guid":{"rendered":"https:\/\/www.scconline.com\/blog\/?p=387808"},"modified":"2026-06-20T11:53:16","modified_gmt":"2026-06-20T06:23:16","slug":"how-law-firms-are-built-from-the-ground-up-legaltechtalk-2026","status":"publish","type":"post","link":"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/20\/how-law-firms-are-built-from-the-ground-up-legaltechtalk-2026\/","title":{"rendered":"\u2018Clients do not buy code, they buy courage\u2019: Legal leaders at LegalTechTalk 2026 discuss how law firms are built from the ground up"},"content":{"rendered":"<style>\n.animate-charcter{background-image: linear-gradient(-225deg, #231557 0%, #44107a 29%, #ff1361 67%, #fff800 100%); background-size: 200% auto; -webkit-background-clip: text; -webkit-text-fill-color: transparent; animation: textclip 0s linear infinite;}\n@keyframes textclip {to {background-position: 200% center;}}\n<\/style>\n<div style=\"text-align: justify; line-height: 150%;\">\n<p style=\"margin-bottom: 3%;\">At LegalTechTalk 2026, a panel titled <span style=\"font-weight: bold; font-style: italic;\">&#8220;What If You Were to Build a Law Firm from the Ground Up?&#8221;<\/span> examined one of the most practical questions facing the legal profession today: if lawyers were creating a law firm from scratch in 2026 rather than inheriting legacy structures, what would that firm look like?<\/p>\n<p style=\"margin-bottom: 3%; text-align: center;\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.scconline.com\/blog\/wp-content\/uploads\/2026\/06\/12_What-If-You-Were-to-Build-a-Law-Firm-from-the-Ground-Up-1.png\" alt=\"\" width=\"923\" height=\"270\"\/><\/p>\n<p style=\"margin-bottom: 3%;\">The session was moderated by <span style=\"font-weight: bold;\">Mr. Rory O&#8217;Keeffe<\/span>, Founder, RMOK Legal Consulting, and featured <span style=\"font-weight: bold;\">Ms. Clare Murray<\/span>, Managing Partner, CM Murray, <span style=\"font-weight: bold;\">Ms. Lucy Murphy<\/span>, Chief Growth Officer, Linklaters, <span style=\"font-weight: bold;\">Ms. Shainul Kassam<\/span>, Managing Director &amp; Solicitor, Fortune Law and <span style=\"font-weight: bold;\">Mr. Paul Foster<\/span>, Head of Product, sa.global.<\/p>\n<p style=\"margin-bottom: 3%;\">Moving beyond discussions centred solely on artificial intelligence, the panel examined how future law firms should be structured, financed, governed and managed. Speakers discussed whether traditional partnership models remain fit for purpose, how firms should approach technology investment, and why human judgment may become even more critical as AI capabilities continue to expand.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">Building the law firm of the future requires clarity of purpose<\/p>\n<p style=\"margin-bottom: 3%;\">Opening the discussion, Mr. O&#8217;Keeffe encouraged attendees to think beyond technology and focus on the fundamental question of what kind of legal business they were seeking to create.<\/p>\n<p style=\"margin-bottom: 3%; text-align: center;\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.scconline.com\/blog\/wp-content\/uploads\/2026\/06\/12_What-If-You-Were-to-Build-a-Law-Firm-from-the-Ground-Up-2.png\" alt=\"\" width=\"347\" height=\"520\"\/><\/p>\n<p style=\"margin-bottom: 3%;\">The discussion considered emerging AI-first legal models, including firms that have built technology platforms before building legal teams around them. One such example was Norm Law, a specialist firm that combines legal expertise with a technology-driven operating model.<\/p>\n<p style=\"margin-bottom: 3%;\">Reflecting on the appeal of such structures, <span style=\"font-weight: bold;\">Ms. Clare Murray<\/span> observed that highly specialised firms have significant advantages when they focus exclusively on a specific client base and area of expertise.<\/p>\n<p style=\"margin-bottom: 3%; text-align: center;\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.scconline.com\/blog\/wp-content\/uploads\/2026\/06\/12_What-If-You-Were-to-Build-a-Law-Firm-from-the-Ground-Up-3.png\" alt=\"\" width=\"377\" height=\"564\"\/><\/p>\n<p style=\"margin-bottom: 3%;\">According to Ms. Murray, however, there is no universal blueprint for success.<\/p>\n<p>As she noted:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;There&#8217;s no one size fits all.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">She explained that the appropriate structure depends entirely on what a firm is trying to build, how quickly it wishes to scale, and whether technology development forms part of its long-term strategy.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">External capital is an option, not a necessity<\/p>\n<p style=\"margin-bottom: 3%;\">The panel then turned to the growing role of external investment in legal services.<\/p>\n<p style=\"margin-bottom: 3%;\">Drawing upon her experience of establishing a firm before alternative business structures were introduced in the United Kingdom, Ms. Murray argued that lawyers today enjoy significantly greater flexibility when it comes to funding growth.<\/p>\n<p style=\"margin-bottom: 3%;\">According to her, firms can still be built organically through partner investment and retained profits. However, firms seeking to develop proprietary technology or pursue rapid expansion may find external capital increasingly attractive. She emphasised that decisions regarding investment should be driven by business objectives rather than market trends.<\/p>\n<p style=\"margin-bottom: 3%;\">Whether a firm chooses self-funding, private investment or a future public offering, the key question remains what the business is ultimately trying to achieve.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">The partnership model must evolve, not disappear<\/p>\n<p style=\"margin-bottom: 3%;\">One of the most debated aspects of the session concerned the future of the partnership model.<\/p>\n<p style=\"margin-bottom: 3%; text-align: center;\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.scconline.com\/blog\/wp-content\/uploads\/2026\/06\/12_What-If-You-Were-to-Build-a-Law-Firm-from-the-Ground-Up-4.png\" alt=\"\" width=\"350\" height=\"525\"\/><\/p>\n<p style=\"margin-bottom: 3%;\"><span style=\"font-weight: bold;\">Ms. Lucy Murphy<\/span> argued that while traditional partnerships continue to provide significant advantages, including strong profitability, talent attraction and client trust, law firms must rethink how they organise and deliver legal services.<\/p>\n<p style=\"margin-bottom: 3%;\">She suggested that future firms may operate through distinct business divisions, including high-end advisory work, productised legal solutions and subscription-based legal services.<\/p>\n<p>As she observed:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;There is no doubt that they&#8217;ve been built for the past, and we now need to start building one for the future.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">According to Ms. Murphy, different categories of legal work require different operating models, pricing structures and talent strategies.<\/p>\n<p style=\"margin-bottom: 3%;\">At the same time, Ms. Murray maintained that partnership structures remain highly adaptable and capable of accommodating innovation without abandoning the core principles of ownership and accountability that have traditionally defined legal practice.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">Future lawyers will need to reach judgment faster<\/p>\n<p style=\"margin-bottom: 3%;\">The discussion repeatedly returned to the impact of AI on legal talent and training.<\/p>\n<p style=\"margin-bottom: 3%; text-align: center;\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.scconline.com\/blog\/wp-content\/uploads\/2026\/06\/12_What-If-You-Were-to-Build-a-Law-Firm-from-the-Ground-Up-5.png\" alt=\"\" width=\"273\" height=\"475\" \/><\/p>\n<p style=\"margin-bottom: 3%;\"><span style=\"font-weight: bold;\">Ms. Shainul Kassam<\/span> rejected the notion that lawyers can rely solely on legal expertise in an AI-enabled environment. Instead, she argued that future lawyers will need a broader combination of legal, technological and commercial skills.<\/p>\n<p style=\"margin-bottom: 3%;\">According to her, junior lawyers will increasingly be required to work alongside AI systems rather than perform many of the repetitive tasks traditionally associated with legal training.<\/p>\n<p>As she explained:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;Junior lawyers are going to need to get to judgement faster.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">She noted that lawyers must understand how AI tools function, how to supervise them effectively and how to assess the quality of outputs generated by those systems. While technology may reduce routine work, responsibility for legal advice and outcomes will remain firmly with lawyers.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">The next generation of lawyers cannot be ignored<\/p>\n<p style=\"margin-bottom: 3%;\">The panel also considered concerns that some emerging legal models may reduce opportunities for junior lawyers. Ms. Murray cautioned against assuming that future firms can operate entirely without trainees, junior associates and paralegals.<\/p>\n<p style=\"margin-bottom: 3%;\">Beyond immediate operational needs, she argued that firms must consider succession planning and long-term sustainability.<\/p>\n<p>As she remarked:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;You&#8217;ve actually got to build that next generation and the generation below it.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">Without investing in future talent, firms risk creating businesses that cannot effectively transfer knowledge, maintain client relationships or survive leadership transitions.<\/p>\n<p style=\"margin-bottom: 3%;\">While some panellists acknowledged that AI may reduce hiring volumes in certain areas, others pointed to strong employment data suggesting that demand for legal talent remains robust despite technological disruption.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">Data may become the most valuable asset in a law firm<\/p>\n<p style=\"margin-bottom: 3%;\">A recurring theme throughout the discussion was the growing importance of data as a strategic asset.<\/p>\n<p style=\"margin-bottom: 3%; text-align: center;\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.scconline.com\/blog\/wp-content\/uploads\/2026\/06\/12_What-If-You-Were-to-Build-a-Law-Firm-from-the-Ground-Up-6.png\" alt=\"\" width=\"355\" height=\"533\" \/><\/p>\n<p style=\"margin-bottom: 3%;\">Drawing on his experience working with law firms across multiple jurisdictions, <span style=\"font-weight: bold;\">Mr. Paul Foster<\/span> argued that while firms often consider themselves unique, they are fundamentally built around the same core components: employees, clients, matters and financial information.<\/p>\n<p>According to him, this information forms a firm&#8217;s &#8220;domain intelligence&#8221; and provides valuable insights into how the business operates.<\/p>\n<p>As he explained:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;Your data tells you what you&#8217;re good at, what you&#8217;re really bad at.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">Mr. Foster suggested that law firms are approaching another major technology inflection point similar to earlier shifts in legal technology. While many organisations remain focused on individual AI tools, he argued that the more important question is how firms intend to use their existing data to improve decision-making and create long-term competitive advantage.<\/p>\n<p style=\"margin-bottom: 3%;\">He cautioned that firms relying solely on standalone AI products may ultimately find themselves investing significant resources merely to catch up with competitors that have already developed stronger data foundations.<\/p>\n<p>As he observed:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;What&#8217;s really important is what your data&#8217;s telling you.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">According to Mr. Foster, the firms that succeed over the next decade will be those that treat data not simply as an operational by-product, but as a strategic resource capable of shaping pricing, client relationships, service delivery and future growth.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">Technology adoption requires discipline<\/p>\n<p style=\"margin-bottom: 3%;\">The panel also discussed the growing challenge of selecting and implementing AI tools.<\/p>\n<p style=\"margin-bottom: 3%;\">Ms. Murray warned against what she described as &#8220;strategic whiplash,&#8221; where firms continuously chase new technologies without a coherent long-term plan.<\/p>\n<p style=\"margin-bottom: 3%;\">While acknowledging the impressive capabilities of many emerging legal AI products, she stressed the importance of understanding how those systems source information, how knowledge is retained and how firms can exit vendor relationships if necessary. According to her, firms should avoid becoming overly dependent on any single technology provider, particularly in a rapidly evolving market.<\/p>\n<p style=\"margin-bottom: 3%;\">The discussion highlighted a broader concern that firms must balance the fear of missing out on innovation with the equally important risk of becoming locked into technologies that may not remain competitive.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">AI-generated client instructions present new risks<\/p>\n<p style=\"margin-bottom: 3%;\">An increasingly common challenge identified by the panel is the growing number of clients using generative AI before approaching lawyers.<\/p>\n<p style=\"margin-bottom: 3%;\">Ms. Kassam explained that clients frequently arrive with AI-generated legal analyses, contracts or legal arguments and seek professional validation of those outputs. While such materials may appear helpful, they often create additional work rather than reducing it.<\/p>\n<p style=\"margin-bottom: 3%;\">According to her, lawyers frequently receive lengthy AI-generated documents containing inappropriate legal authorities, incomplete analysis or unsupported conclusions.<\/p>\n<p style=\"margin-bottom: 3%;\">This creates a situation where lawyers must not only review the work but also assume responsibility for correcting and validating it. Ms. Kassam emphasised that clients ultimately continue to rely on lawyers because AI outputs alone do not provide the level of trust required for important legal decisions.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">The future of legal pricing<\/p>\n<p style=\"margin-bottom: 3%;\">The panel also examined whether AI could fundamentally reshape legal pricing models.<\/p>\n<p style=\"margin-bottom: 3%;\">Ms. Murphy suggested that firms may increasingly move toward value-based pricing for complex advisory work while using fixed fees and subscription models for more standardised services.<\/p>\n<p style=\"margin-bottom: 3%;\">At the same time, speakers acknowledged that highly complex legal matters may continue to justify traditional billing approaches.<\/p>\n<p style=\"margin-bottom: 3%;\">Rather than eliminating the billable hour entirely, the discussion suggested that firms are likely to adopt multiple pricing models depending on the nature of the service being delivered and the expectations of their clients.<\/p>\n<p style=\"margin-bottom: 3%;\">The broader challenge, according to the panel, is ensuring that pricing structures accurately reflect the value being delivered rather than merely the time spent performing tasks.<\/p>\n<p style=\"font-size: 18pt; text-align: center; font-weight: bold; text-decoration: underline; text-underline-style: solid; text-underline-mode: continuous;\">Clients still pay for judgment<\/p>\n<p style=\"margin-bottom: 3%;\">In concluding remarks, Mr. O&#8217;Keeffe reflected on widespread concerns about AI replacing lawyers.<\/p>\n<p style=\"margin-bottom: 3%;\">While acknowledging the transformative impact of technology, he argued that law firms ultimately succeed because of the human qualities they bring to client relationships.<\/p>\n<p>As he stated:<\/p>\n<p class=\"animate-charcter\" style=\"margin-left: 36pt; margin-bottom: 3%; font-weight: bold; font-style: italic;\">&#8220;Clients do not buy code. They buy courage. They buy your judgement.&#8221;<\/p>\n<p style=\"margin-bottom: 3%;\">According to Mr. O&#8217;Keeffe, technology should be viewed as infrastructure rather than the defining feature of legal practice.<\/p>\n<p style=\"margin-bottom: 3%;\">When transactions become difficult, crises emerge or critical decisions must be made, clients continue to seek trusted advisers capable of exercising judgment, providing reassurance and assuming responsibility for outcomes.<\/p>\n<h3>Concluding Reflections<\/h3>\n<p style=\"margin-bottom: 3%;\">The session demonstrated that the future law firm will not be defined solely by artificial intelligence or technology adoption. Instead, success will depend on how effectively firms combine legal expertise, technological capability, commercial strategy and human judgment.<\/p>\n<p style=\"margin-bottom: 3%;\">While AI is likely to reshape workflows, accelerate routine work and create new operating models, the panel repeatedly returned to a common theme: the firms that thrive in the next decade will be those that remain focused on client outcomes, invest in future talent, leverage their data effectively and preserve the trust that remains central to legal practice.<\/p>\n<h3>Read more LegalTechTalk 2026 coverage:<\/h3>\n<ul style=\"list-style-type: disc;\">\n<li>\n<p><a href=\"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/18\/john-saiz-nasa-legaltechtalk-2026-keynote-innovation-organisational-culture\/\" target=\"_blank\">What NASA&#8217;s greatest disasters teach law firms about innovation: John Saiz&#8217;s keynote at LegalTechTalk 2026<\/a><\/p>\n<\/li>\n<li>\n<p><a href=\"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/18\/ai-rewiring-the-in-house-legal-function-legaltechtalk-2026\/\" target=\"_blank\">&#8216;AI is eliminating administrative legal work, not lawyers&#8217;: Experts discuss AI&#8217;s role in rewiring the in-house legal function at LegalTechTalk 2026<\/a><\/p>\n<\/li>\n<li>\n<p><a href=\"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/18\/legal-tech-talk-2026-experts-explain-how-to-become-tech-powered-general-counsel\/\" target=\"_blank\">How to Become a Tech-Powered General Counsel: LegalTechTalk 2026 Panel Explores Legal Transformation, AI and Business Strategy<\/a><\/p>\n<\/li>\n<li>\n<p><a href=\"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/19\/embedding-legal-judgment-into-technology-legaltechtalk-2026\/\" target=\"_blank\">&#8216;The breakthrough is not AI giving information, but AI giving insights&#8217;: Legal leaders discuss how judgment can be embedded into technology at LegalTechTalk 2026<\/a><\/p>\n<\/li>\n<li>\n<p><a href=\"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/19\/all-the-skills-your-law-firm-needs-to-survive-legaltechtalk-2026\/\" target=\"_blank\">&#8220;Survival is about getting started&#8221;: Legal leaders discuss the skills law firms need to thrive in an AI-driven future at LegalTechTalk 2026<\/a><\/p>\n<\/li>\n<li>\n<p><a href=\"https:\/\/www.scconline.com\/blog\/post\/2026\/06\/19\/sarah-walton-ai-culture-law-firms-legaltechtalk-2026\/\" target=\"_blank\">&#8220;What are you trying to solve?&#8221;: Sarah Walton Provides Blueprint for Law Firms Seeking to Embrace AI at LegalTechTalk 2026<\/a><\/p>\n<\/li>\n<\/ul>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p style=\"font-style: italic;\">From whether traditional partnerships remain fit for purpose, to AI-generated client instructions creating new liability risks and junior lawyers needing to reach judgment faster, the LegalTechTalk panel agreed that the firms which survive the next decade will be those that treat data as their most valuable asset and courage as their core product.<\/p>\n","protected":false},"author":67537,"featured_media":387818,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[97664,107259],"tags":[106407,107699,107711,107543,107701,107715,107702,107700,107707,105946,107716,107708,67243,107464,107703,19511,107706,43930,107474,107438,107712,107709,107705,107714,107710,107713,107704],"class_list":["post-387808","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-events-collaborations","category-legaltechtalk","tag-ai-in-law-firms","tag-building-law-firms-from-the-ground-up","tag-clare-murray","tag-future-of-law-firms","tag-future-of-legal-practice","tag-generative-ai-in-law","tag-law-firm-management","tag-law-firm-of-the-future","tag-law-firm-strategy","tag-legal-ai","tag-legal-business-models","tag-legal-data-strategy","tag-legal-innovation","tag-legal-operations","tag-legal-pricing-models","tag-legal-services","tag-legal-talent-development","tag-legal-technology","tag-legal-transformation","tag-legaltechtalk-2026","tag-lucy-murphy","tag-next-generation-lawyers","tag-partnership-model-in-law","tag-paul-foster","tag-rory-okeeffe","tag-shainul-kassam","tag-value-based-billing"],"yoast_head":"<!-- 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