sales talents, I should mention that as well.

Well, I think it's a really interesting time because, you know, I remember speaking to you at that Cambodian restaurant, you know, six, seven months ago.

And I think you had asked me, like, what's up next? Like, what's coming next? And I remember saying that...

There was something happening where it seemed like the pace of AI was accelerating.

It was getting better and better day after day.

But that would create a whole ton of new types of work because you need to have humans with deep experience, judgment to manage all of this output.

And I think what I've seen firsthand in the last six to seven months is even more of that.

what is it you think, do you think that law firms understand what you do? What don't they understand? What did they get wrong about what you do that you want to make sure they understand going forward that you want to use your role of marketing maybe to educate them about?

Um, and I think that we are, I think that, that you would've expected, you know, if you sort of assumed the power of AI, you would've thought that, "Okay, well, if that's really gonna kill the billable hour," and all the data suggests that's, that's not the case.

Yeah.

Uh, with regard to the billable hour, I would say there are parts of the market that I think are shifting away from it, and I can talk a little bit about that later because it relates to the AI native firms and what they're offering.

But I think part of it is also that a lot of the work that lawyers do is complex and bespoke, and that doesn't really lend itself to, um, an easy way to bill it out on another basis.

I think the classic counterexample would probably be contingency fee, uh, you know, plaintiffs work, where you would just, you know, um, get a percentage of, of the settlement.

But that, that's probably an exception.

I also think that, you know, from my experience, you know, selling e-discovery, I remember, and I'll tell this story because it...

Is it, is it playing out that way?

Can you talk a little bit about sort of like what that looks like and the questions that people have or like the things that they need to grapple with in order to go into a role like that?

Absolutely.

And I think maybe I'll start by sharing some context about how we're structured here at Latitude.

We have a bunch of businesses within a business.

And so, you know, a normal company has probably like a sales department, a marketing department, whatever department, lots of different groups.

But we are a collection of businesses within a single overarching business.

We have operating companies that are run by what we call latitude partners.

Alex, what else do you think people need to know about either things that you've observed in people shifting to these roles or just overall, like... things that people that you've seen that are sort of like distinct as between someone who's lawyering and like the skills that you need for something that is more business focused.

There are compliance tasks that we used to not do that now we're going to go do is the

volume increasing.

At some level, I can appreciate that argument that there's not extra contracts.

But at another level, I think contracts hit legal's desk only if the business sends it over.

We always hear stories of the business signing contracts without legal review.

So in the immediate term, I don't know if it's a price thing or a speed thing, but whatever AI can provide to help streamline that contract review process, you're going to see some likely uptick in demand because the business will become more interested in getting legal involved.

I'm a lawyer by practice, but now as a CRO, I'm on the sales side.

Does that make sense?