For PI firms navigating market disruption, the question isn’t simply how to manage existing files—it’s how best to use capital during the transition. With significant firm resources potentially tied up in long-duration cases, preserving liquidity can create greater flexibility to adapt, diversify and invest in future growth.

This webinar examines how firms can rethink capital management in a changing PI market. We’ll explore the opportunity cost of tying up firm capital in existing files, how third-party funding can preserve capital and create capacity for growth, and how firms can deploy those resources strategically across technology, talent, marketing and practice diversification.

The law firm operating model is under pressure. AI is changing both how firms work and what clients expect, the billable hour is increasingly under fire, and capital is entering the market, creating a new set of competitors. Leaders are asking how to structure their firms to better grow, compete, and serve clients.

Before a firm can decide how to change, it needs a clear view of where it stands. This first session in our three-part series on law firm operations examines the pressures affecting firm economics and client relationships today and the range of potential responses, from improving internal firm operations to outsourcing functions to adopting an entirely new structure. Attendees will leave with a clearer understanding of how those options fit to their firm and how to bring partners into a shared view of the case for change.

The law firm operating model is under pressure. AI is changing both how firms work and what clients expect, the billable hour is increasingly under fire, and capital is entering the market, creating a new set of competitors. Leaders are asking how to structure their firms to better grow, compete, and serve clients.

Part 2 in our series on disruption and innovation in firm operations is for the people who run the firm: COOs, CIOs, directors of administration, and the other operations leaders who experience the limits of the current model firsthand. It compares back-office law firm operations with those of other professional sectors, then sets out what a modern back office looks like, covering technology, enterprise architecture, cybersecurity, data, procurement, and vendor management. It looks at where scale and specialization produce measurable gains, and the options for getting there. It also considers what a modernized back office means for the careers of business services professionals.

2026 saw a slew of new developments in AI-powered legal research and workflows, reshaping how lawyers find, analyze, and apply legal knowledge. As technology continues to advance, the focus is shifting from AI experimentation towards integrating increasingly capable tools into everyday legal practice.

This year-end thought-leadership discussion reflects on the innovations that shaped legal technology in 2026, examines where AI is delivering meaningful value versus where the hype persists, and explores what these changes mean for law firms and legal departments heading into 2027.

As AI makes it possible to extract accurate data across entire contract portfolios, the expectations placed on in-house legal teams are changing. The business is asking questions that carry deadlines and need answers across every agreement, not just the ones someone had time to read. Which contracts are affected by a new regulation? What are we exposed to if a key supplier fails? What will we inherit in an acquisition?

This webinar looks at what that means in practice for in-house legal. Through scenarios involving M&A, regulatory change and market disruption, our expert speakers will examine how AI-assisted contract analysis can help legal teams answer those questions, where the technology falls short, and why verification, professional judgment and oversight remain the lawyer’s responsibility.

Every function that depends on contracts has its own questions. Sales wants to know which customers are up for renewal, what pricing and exclusivity terms they hold, and where there is room to expand. Procurement wants to know what has been committed to suppliers. Finance needs payment terms, revenue commitments and upcoming obligations. Risk wants to know where the exposure sits, and privacy which agreements carry data obligations. Today, most of them wait in line for legal to find the answer, or work from their own spreadsheets, which don’t agree with each other.

This webinar explores what changes when contract intelligence becomes a service: accurate, current contract data delivered across the organization the way data as a service delivers any other shared asset, on demand and to the teams that need it. Business teams can get answers themselves, with legal as a partner and not a bottleneck. Our expert speakers will examine where it delivers measurable value, from lower costs and new revenue opportunities to reduced risk, and how to build the business case and win stakeholder support.

The law firm operating model is under pressure. AI is changing both how firms work and what clients expect, the billable hour is increasingly under fire, and capital is entering the market, creating a new set of competitors. Leaders are asking how to structure their firms to better grow, compete, and serve clients.

The final session in our series focuses on the front office, framing modernization the way managing partners and group leaders view it: as a question of revenue, not cost. It examines the functions ready for change (marketing, business development, revenue operations, and working capital) and the measures that show whether a new model is working, including time to cash, revenue leakage, and business intelligence. It also covers the human side of the transition: protecting client service and firm performance; addressing partner buy-in, staff uncertainty, and cultural resistance; and using KPIs to keep change on track.