UK Early Careers - Take A Seat Podcast
Oct 5, 2026 · 28 min · 12 segments
Ashley, five months into an internal AI secondment in the finance practice, breaks down how the firm is piloting and rolling out AI tools - and reframes the hype into two practical buckets: efficiency…
So just from a kind of a top level perspective-
Mm-hmm
So I always see, when people ask me this question, I always see AI falling into one of two buckets.
Okay.
You know, you have your efficiency bucket, bucket, and then you also have your augmentation bucket.
So when it comes to the efficiency bucket, it's like, it's allowing us to get through work quicker.
Mm-hmm.
It's allowing us to get to that judgment heavy, um, level work a lot quicker.
And ultimately, that's actually the most fun point of being a lawyer.
Like, you don't want to be doing as much of the, you know, the, uh, the process heavy work.
You wanna really be getting, you know, to that advice level.
Yeah.
So from a changing of how we, how we deliver legal services, we want to be able to remove the effort that's, or the, or the friction on the kind of the low impact work and actually get to that lawyerly advice, I should say.
Then when you look at the augmentation bucket, it's actually just how can we deliver better.
So if we don't necessarily deliver quicker, how can we actually deliver just better legal advice?
Okay.
That will be, for example, when I think about, you know, like juniors coming up through the ranks or trainees, for example, it'll be clients are never going to pay for, say, 10 associates on a deal.
Mm-hmm.
But what they would like to see is, well, if we can't get the efficiency gains with time, instead, what would happen if we were able to leverage or tool up our lawyers so that they could do the work of 10 associates?
Okay.
For example, reviewing 10 times the amount of precedents.
Mm.
You know, being able to do more comps.
You know, issue spot, you know, being able to issue spot and does it flag something where you think, "Oh, I've not actually looked at that before" where when you're on a particularly tight timeline, are you actually able to, like, look at, as I said, the 10 times as, as many docs.
So just from a kind of a top level perspective-
Mm-hmm
So I always see, when people ask me this question, I always see AI falling into one of two buckets.
Okay.
You know, you have your efficiency bucket, bucket, and then you also have your augmentation bucket.
So when it comes to the efficiency bucket, it's like, it's allowing us to get through work quicker.
Mm-hmm.
It's allowing us to get to that judgment heavy, um, level work a lot quicker.
And ultimately, that's actually the most fun point of being a lawyer.
Like, you don't want to be doing as much of the, you know, the, uh, the process heavy work.
You wanna really be getting, you know, to that advice level.
Yeah.
So from a changing of how we, how we deliver legal services, we want to be able to remove the effort that's, or the, or the friction on the kind of the low impact work and actually get to that lawyerly advice, I should say.
Then when you look at the augmentation bucket, it's actually just how can we deliver better.
So if we don't necessarily deliver quicker, how can we actually deliver just better legal advice?
Okay.
That will be, for example, when I think about, you know, like juniors coming up through the ranks or trainees, for example, it'll be clients are never going to pay for, say, 10 associates on a deal.
Mm-hmm.
But what they would like to see is, well, if we can't get the efficiency gains with time, instead, what would happen if we were able to leverage or tool up our lawyers so that they could do the work of 10 associates?
Okay.
For example, reviewing 10 times the amount of precedents.
Mm.
You know, being able to do more comps.
You know, issue spot, you know, being able to issue spot and does it flag something where you think, "Oh, I've not actually looked at that before" where when you're on a particularly tight timeline, are you actually able to, like, look at, as I said, the 10 times as, as many docs.
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