BDO's Legal Tech Talk Podcast

Guest NotesKim Wolfe has a background in operations and years of experience supporting legal organizations. She focuses on legal department maturity, innovation, contracting transformation, and organizational effectiveness.Kim Wolfe | LinkedInKey TakeawaysAI helps experienced professionals move faster—but judgment still matters. Kim highlights a growing concern that younger lawyers may not have enough foundational experience to spot AI mistakes.Adoption starts with comfort, not perfection. Before focusing on advanced governance, Kim is prioritizing getting lawyers to actually try the tools.Peer-to-peer learning can accelerate legal AI adoption. Her “lawyer-to-lawyer” approach pairs AI-comfortable attorneys with more hesitant peers.Banking adds regulatory pressure to AI decisions. In heavily regulated industries, legal teams must balance innovation, control, and compliance.AI can help make legal playbooks dynamic. Instead of relying on static, outdated documents, legal teams may be able to generate living guidance using AI and prior work product.Simple use cases matter. Kim’s example of using AI to tailor tone and audience in written communications is highly practical and relatable.The real opportunity is not reducing headcount. Kim argues that legal AI should be used to redeploy capacity and improve decision-making, not simply shrink teams.Better legal outcomes require connected data. The future lies in pulling together legal, operational, and business data so lawyers can provide better advice.

Guest NotesTyson Ballard is the CEO and Founder of Stella Legal, a consulting firm focused on AI enablement, contract excellence, legal operations, spend management solutions, and e-discovery. A longtime legal industry entrepreneur, Tyson has built his career around identifying patterns, improving processes, and helping legal professionals rethink how work gets done.Tyson Ballard | LinkedInKey TakeawaysCuriosity is a competitive advantage. Tyson’s approach to legal innovation starts with pattern recognition, continuous improvement, and questioning assumptions.AI makes more data measurable—but measurement alone is not strategy. Just because legal teams can analyze more information doesn’t mean they’re asking the right questions.The “why” still matters. Legal teams often focus on tools, mapping, and adoption without first defining the business problem they are trying to solve.Big Law and in-house teams face different AI tensions. Law firms worry about business model disruption, while legal departments question why efficiency gains aren’t reducing outside counsel cost pressure.The next generation needs development, not just tools. Tyson sees responsibility in building younger professionals’ subject matter judgment alongside their technical fluency.AI may change tasks more than professions. He offers an optimistic view that legal work will evolve, but human judgment will remain central.Community matters in legal ops. Tyson highlights the value of in-person conversations and peer collaboration at CLOC beyond formal sessions.Driving change is often indirect. One of the most effective skills in consulting is guiding lawyers to arrive at the answer themselves.

Guest NotesKevin Bielawski has more than 20 years of experience in the legal industry and a background in finance. He works directly with law firm partners on performance metrics, pricing, operational strategy, and technology adoption. He is also involved with CLOC’s legal department maturity assessment and planning efforts and discussed the rollout of the new Compass tool at the conference.Kevin Bielawski | Senior Director of Legal Operations | The Link Virtual Office | Husch BlackwellKey TakeawaysLegal ops isn’t just for in-house teams. Law firms face many of the same adoption, efficiency, and business-process challenges as corporate legal departments.Trust is the currency of adoption. Successful rollout of legal tech depends on credibility with attorneys and careful selection of pilot groups.Word-of-mouth beats mandates. Kevin emphasizes piloting tools with influential users first to create internal demand.AI adoption requires marketing and change management. New tools don’t succeed just because they exist; professionals have to explain value in practical terms.Client expectations are changing law firm behavior. Clients increasingly expect efficiency, pricing transparency, and better business alignment.Efficiency creates a cultural tension. Even when AI saves time, firms still have to wrestle with billable-hour incentives and attorney workload expectations.CLOC’s Compass tool is designed to help legal departments measure maturity. Kevin explains how the platform supports conversations with legal leadership and the C-suite.

Guest NotesLaResa Young has spent nearly two decades at St. Jude, beginning as a contract management specialist and helping grow the legal team from four people to nearly 30. Her work focuses on building intentional legal operations functions, improving processes, supporting mission-critical legal work, and aligning operational decisions with organizational values.Key TakeawaysProcess has to come before technology. Buying tools without a clear process leads to wasted funds and failed adoption.Legal tech procurement should be intentional. LaResha emphasizes strong scoping documents, structured demos, and clear guidance for vendors.Highly regulated organizations need tailored solutions. Generic demos don’t work when contract types, workflows, and compliance requirements are highly specific.Vendor accountability matters. St. Jude tests whether vendors actually listen and can align to real organizational needs.Mission and values should shape legal ops decisions. LaResha frames procurement and implementation through the hospital’s core values, especially stewardship.Legal ops can be measured by impact, not just dollars. Faster contracting can directly affect care delivery, equipment access, and provider onboarding.AI should drive upskilling, not panic. Rather than assuming AI will eliminate entry-level work, LaResha argues organizations should retrain and elevate talent.Conference learning should be shared internally. She models how legal ops leaders can bring insights back to their teams in practical ways.

Guest NotesJames Sherer is based in New York, where he co-leads the Emerging Technology Team within the Digital Assets and Data Management (DADM) Group at BakerHostetler. With a unique background that includes a J.D., an MBA, and serving as an in-house litigator for a Fortune 500 company, he provides commercially focused advice on the intersection of law, data, and advanced technology. James A. Sherer - BakerHostetlerKey TakeawaysEthical duties still apply, even as AI changes fast. Lawyers remain responsible for anything produced under their license; AI does not displace duties of competence, diligence, candor, or confidentiality.Privilege and discoverability depend heavily on how the tool is used. Emerging case law shows that courts are not treating all AI-assisted work product the same, especially where confidential litigation material is entered into outside tools.Agentic AI will almost certainly become part of discovery. Prompts, chat histories, logs, model choices, impact assessments, and related governance records may all become relevant sources of evidence.Explainability and governance matter as much as output. If organizations want the benefits of AI systems acting on their behalf, they must have documentation, evaluation, maintenance, and defensibility. Hallucinations and misuse are a supervision and accountability problem as much as a technology problem.Vendor dependency is a major hidden risk. Organizations may deploy AI tools without having contractual rights to access the technical information they later need for audits, litigation, or regulatory scrutiny.Knowledge loss is becoming a governance problem. As systems are implemented and the people who built or managed them leave, organizations may lose the human context needed to explain why a system exists, how it works, or what data it touches.The profession is under real pressure to adopt AI quickly. Market demands to “do more with less” are pushing firms and companies to use AI at scale, often before governance, training, and controls are mature. Technical competence is a continuing obligation, not a one-time certification. Lawyers should approach AI with the same rigor used in litigation, discovery, and expert-driven matters.For future lawyers, the message is ownership plus curiosity. Sherer urges law students and young lawyers to remember that their license is their own, and that long-term success will depend on disciplined learning, visible value creation, and adaptability.

Debbie Reynolds | LinkedInGuest NotesDebbie has more than 20 years of experience in digital transformation and data privacy with a background in library science and information management, which shaped her view of data flows. Widely published and quoted in outlets such as Bloomberg Law, Law360, PBS, Wired, and The New York Times, Debbie translates complex privacy law into practical business guidance. She was appointed to the U.S. Department of Commerce’s Internet of Things (IoT) Advisory Board and has served in leadership roles with IEEE on cybersecurity and next generation connectivity systems. Host of the long running, award winning “The Data Diva Talks Privacy Podcast,” which reaches a global audience across 150+ countries. Key Takeaways1. To be successful and achieve desired results, AI innovation requires governance and best practices in data management and strategy. Duplication is a huge problem, and it makes training AI more expensive. Data curation is the foundation of AI, and many organizations are missing it. They should understand why data exists, what data should be kept, and how it should be used.2. Data deletion and end-of-life data strategy are major weaknesses. Data systems are created to save data, not delete it. Organizations are full of data generators, and they need to empower data curators. Without clear retention and disposal practices, data lingers often in neglected systems, which increases exposure.3. Companies need end-to-end data ownership. Organizations should maintain a bird’s-eye view of the full data lifecycle. Most privacy failures aren’t malicious. They’re operational. Many incidents stem from mistakes, oversight, or poor governance, not intentional misuse.4. Purpose and context get lost—and that’s where privacy risk happens. A key risk is data collected for one purpose is later used for another (e.g., phone numbers collected for multifactor authentication later being used for marketing), which can trigger compliance issues.5. Old, unused data is vulnerable to attackers. Even if stale data has little business value, it can be highly valuable to hackers, and forgotten infrastructure (“old server in the back room”) becomes an easy target.

Key TakeawaysAI market fear is real, but adoption momentum remains strong. Despite volatility and uncertainty, firms are unlikely to stop investing in AI.Innovation is leveling the playing field. Smaller legal tech companies can move faster, reach market quickly with limited sales resources, and win customers by solving specific, high-value problems—especially where larger vendors have over-focused on large law and enterprise.Firms are pursuing outside capital to fund differentiation. A major driver is the need to invest in technology and talent to compete in an increasingly commoditized market, defined by growth, profitability, and improved client service.Management Services Organization (MSO) structures are trying to balance capital and ethics. The MSO model helps “wall off” the learned profession—protecting duties like loyalty to clients—while still enabling meaningful investment in tech, expansion, and acquisitions.MSOs resemble outsourcing—strategically. The model can let law firms focus on their strengths while externalized services handle operational burdens.Other countries offer a preview of what’s possible. In markets where rules were liberalized earlier, Scott notes there are likely 15–20 PE-backed or public-company law firms in the UK, and 10–20 in Australia.Ownership separation is the key structural safeguard. The practicing law entity is owned only by lawyers, while a separate services organization sits alongside it—designed so third parties do not own the legal practice itself.Access to justice remains an opportunity area. Newer offerings can target unmet needs (e.g., lower-cost options for straightforward legal matters) that have often been underservedGuest BioGuest NotesAs a Co-CEO & Managing Director in New York, Scott brings over 25 years of M&A, capital markets and operating experience working with global organizations in the business information, technology, news distribution and B2B media industries. Scott has deep experience working with software, data and tech-enabled services businesses across the Legal, Compliance, Public Relations and Investor Relations verticals. Prior to joining JEGI LEONIS, Scott led Bloomberg’s legal market business, UBM Tech’s media, data & marketing services business and was general counsel and global co-head of M&A for UBM. Scott earned his BA from Williams College, and his JD degree from Fordham University School of Law. He is a member of the Board of Directors of Pro Bono Net, a nonprofit organization focused on using technology and innovation to close the access to justice gap.

Guest NotesStephen Dooley works with a diverse team of professionals that are responsible for supporting various data management needs, including the discovery process. He has over 25 years of experience advising attorneys, clients, and colleagues on a gamut of complex e-discovery and technical topics, including data governance, data privacy, and GenAI. He tries to remain a resource and thought leader to practitioners throughout the industry through active participation with ILTA.Guest LinkedIn: Stephen DooleyKey TakeawaysDesign for efficiency by eliminating duplication: Look for redundancies and reuse what you build across multiple workflows (e.g., apply lessons from budget summary generation to preservation and legal hold processes).Create a single, transparent source of truth for AI development: A shared program repository keeps everyone educated on what’s new, what people are trying, and—crucially—where things don’t work.Share more to become a stronger team: Competitive instincts can reduce knowledge sharing, but teaching others makes the whole team better.Keep it grounded in real experience—and keep it human: Improve from lived results rather than “we think it can do this,” and remember that tech is “just tech”—the most powerful outcomes come from human purpose and meaning.

Guest NotesLee Minkoff is managing director at Renovus Capital Partners, a lower middle-market private equity firm specializing in the Knowledge and Talent industries. From its base in the Philadelphia area, Renovus manages over $2 billion of assets across its several sector focused funds. The firm's current portfolio includes over 25 U.S. based businesses specializing in education and workforce development and services companies in the technology, healthcare and professional services markets. Renovus typically makes control buyout investments in founder owned businesses, leveraging its industry expertise and operator network to make operational improvements, recruit top talent and pursue add-on acquisitions.Guest LinkedIn: Lee MinkoffKey Takeaways1. Renovus invests in the legal services ecosystem, not pure legal tech. Their focus is on founder-owned businesses delivering legal technology services and tech-enabled legal services, with a services-investor lens.2. Private equity value creation in legal often comes from disciplined growth and M&A. Building platforms through acquisitions can rapidly scale capability and market presence, illustrated by Harbor’s expansion via 10 acquisitions in three years.3. Digital transformation is a major driver of investment opportunity in legal. Demand from large law firms and corporate legal departments supports businesses providing transformation and operational modernization services.4. The “people-first” operating formula is central to sustainable returns. Lee emphasizes a culture-led approach: happy employees create happy clients—ultimately producing happy investors.

Guest NotesHannah Ji-Otto advises on data privacy, technology transactions and the use of technology, including artificial intelligence (AI). Hannah is a partner at Quarls & Brady LLP. She also counsels clients on preparing for and responding to data breaches, network intrusions, ransomware attacks and email compromises. With a particular focus on emerging technologies and innovative business models, Hannah helps companies navigate the full breadth of information governance challenges, guiding them in creating and maintaining comprehensive privacy compliance programs. Her clients, ranging from startups to Fortune 500 companies and including both for-profit and nonprofit, come from industries such as: Manufacturing, Consumer products and e-commerce, Health care, Insurance, Fintech, Education, and Marketing and retail.Guest LinkedIn: Hannah Ji-OttoKey Takeaways1. “Ask the right questions” is a privacy and AI skill. Better legal strategy (and better AI outputs) starts with asking the right questions and designing effective prompts.2. AI requires professional judgment—and strong soft skills. Being able to evaluate whether AI is hallucinating or accurate, distill large volumes of information, and collaborate well with others is increasingly essential as AI “takes over the world.”3. Privacy compliance is an ongoing program, not a one-time policy. Tabletop exercises can help prevent incidents and reduce mitigation costs, and privacy policies should be improved every year to keep pace with changing laws across jurisdictions.4. Build for speed of change: invest in people and culture. Technology moves fast, but people who can use technology and adapt are the sustainable resource—so building a strong team and a good culture is central to long-term success.

Guest Notes:Brendan Sullivan blends four decades of deep tape-storage expertise with a forward-looking vision for use of artificial intelligence in the legal sector. As founder and chief executive of S2 | DATA, he has built a company whose mission is to give law firms and corporations “total command of their legacy data,” turning what was once a liability into an analytic asset. Guest LinkedIn: Brendan Sullivan | LinkedInKey Takeaways:1. The Unpredictability of Data Evolution: Even with the best intentions and knowledge at the time, IT administrators could not have predicted the regulatory and operational challenges that would arise decades later, especially regarding privacy and legacy data.2. Classification and Control at the Source: Early and effective classification, categorization, and control of data are crucial, but future compliance requirements are often unforeseeable, making perfect foresight impossible.3. AI’s Role in Unlocking Legacy Data Value: Technologies like AI can provide targeted insights into legacy datasets, transforming static information into actionable stories and value, especially when paired with intelligent curation layers.4. Balancing Risk and Opportunity: Organizations must weigh the risks of legacy data management against the potential value that can be mined from non-litigation datasets, signaling a shift from risk mitigation to value creation in data strategy.

Guests’ NotesAngelic Benavidez and Joanne Liu are senior litigation paralegals within the legal department at Hyundai Motor America. Angelic oversees e-discovery, legal holds, and manages the Relativity database, working primarily in the class action and intellectual property group, and occasionally supporting product liability matters. She brings extensive experience from big law, particularly in employment litigation, and has played a key role in transforming Hyundai’s e-discovery processes. Joanne also focuses on e-discovery and is involved in managing class action and intellectual property cases, with additional responsibilities in product liability. Her background includes private practice and big law, and she is dedicated to streamlining legal workflows and bridging the gap between outside and in-house counsel. Guests’ LinkedInJoanne LiuAngelic I. B.Key Takeaways1. AI-powered tools are streamlining contract analysis and document comparison, reducing reliance on manual and traditional translation services.2. Closed systems for document review offer enhanced confidentiality, making it safer to analyze sensitive materials without using public platforms.3. Adopting Gen AI in legal workflows requires a learning curve, and professionals must balance efficiency with maintaining critical thinking skills.4. Embracing AI is essential for staying competitive in legal operations, and organizations risk falling behind if they do not adapt to these technological advancements.

Guest NotesNiki Black is Principal Legal Insight Strategist at 8am, the team behind LawPay, MyCase, CasePeer, and DocketWise. She operates at the intersection of law, technology, and innovation strategy. Inside the company, Niki provides insight on the legal market, law firm operations, and how AI is impacting the practice of law. Niki advises on AI implementation within our products, author legal industry reports, and guide teams on how to communicate with lawyers so that our technology solutions and messaging align with their needs and realities. Niki’s role bridges market knowledge, product strategy, and effective engagement with the legal profession.Guest LinkedInNicole Black | LinkedInKey Takeaways:1. Generative AI is Accelerating Change in Law: The adoption of generative AI in the legal profession is happening at an unprecedented rate, with exponential growth in use cases and potential for disruption.2.Ethical Obligations Remain Paramount: Legal professionals must uphold rules of professional responsibility, ensuring that AI-generated work is thoroughly reviewed for accuracy, validity, and ethical compliance before submission to courts.3. Democratization of Legal Knowledge: AI is leveling the playing field by making legal information widely accessible, potentially changing how both attorneys and pro se litigants approach legal matters.4. Accuracy and Commercialization Challenges: While AI offers abundant knowledge, concerns about the accuracy of its outputs and the emergence of paid, promotional responses highlight the need for vigilance and critical evaluation in legal practice.

Guest NotesGreg Buckles is the founder of eDJ Group Inc. He is an Independent corporate legal technology consultant focused on reasonable, defensible process solutions. Greg’s specialties are in forensics, consulting, software design, product management, legal technology, data classification, analytics, and efficiency consulting.Guest LinkedIn:Greg Buckles | LinkedInKey Takeaways:1. Efficiency and Speed in Legal Research: Modern technology has dramatically reduced the time required for legal research, enabling professionals to deliver results in minutes rather than hours. However, validation and accuracy remain essential safeguards.2. Adoption of AI and Innovation in Law: Despite traditionally being slow to adopt new technologies, the legal industry is rapidly embracing AI and generative tools. This shift brings both opportunities and risks, especially concerning the submission of hallucinated cases and the need for professional responsibility.3. Compliance Gaps in New Technologies: As platforms like Microsoft Purview evolve, there are inevitable gaps between the introduction of new services and the integration of compliance tools. Legal professionals must remain vigilant to avoid over-promising on data completeness and compliance.4. The Importance of Realistic Representations: In legal productions, it’s crucial to avoid overstating the thoroughness of data searches. Consultants play a key role in ensuring affidavits and statements accurately reflect the limitations of search terms and data access, protecting attorneys from potential pitfalls.

Guest Notes:Chris Haley serves as VP of Practice Empowerment aiR at Relativity. Chris’s current focus includes helping industry leaders to understand the economics and practice of leveraging artificial intelligence to drive eDiscovery solutions and business. He consults with other leaders on practices to quickly supplement and experiment with artificial intelligence within their workflows and then expand to substitute and transform key value drivers in their business – helping them consider financial factors, talent mix/staffing, and investment approaches as our industry transforms and adopts AI. aiR is our brand for generative AI products at Relativity.Guest LinkedInChris Haley | LinkedInKey Takeaways:1. AI Integration as a Standard:Relativity’s decision to include the entire aiR suite as part of the RelativityOne subscription marks a significant shift, making advanced AI tools accessible to all users without premium barriers. This move is designed to democratize technology and empower organizations to choose the best tools for each case.2. Evolution Beyond Document Review:The legal tech industry is moving from a focus on document review to a broader analytics and enablement approach. AI is now positioned to support privacy, data security, and information governance, addressing areas historically underserved by both technology and process.3. Transformation Through Progressive Steps:The adoption of generative AI is not about wholesale replacement of existing workflows but rather an evolutionary process. Legal professionals are encouraged to learn and adapt through incremental changes, leveraging AI when appropriate to enhance their work.4. Broader Implications for the Legal Industry:Generative AI is transforming the legal sector with unprecedented speed and opportunity. Its integration is expected to dramatically change how legal professionals approach their work, driving greater efficiency and accuracy while opening new possibilities for innovation across the industry.

Guest NotesAron Ahmadia is the Senior Director for Applied Science at Relativity where he leads the development of AI capabilities for Relativity One, including AI-Assisted Review, Analytics, and Search. His specializations include the use of AI in Legal Discovery, Model Risk Management, and Responsible AI. Dr. Ahmadia holds a Ph.D. in Applied Math from Columbia University and a B.S. in Computer Engineering from the Illinois Institute of Technology.Guest LinkedInAron AhmadiaKey Takeaways1. Artificial intelligence has been part of the legal tech landscape for decades, but recent years have seen exponential growth and transformation, especially with the rise of generative AI.2. The adoption of AI in legal workflows is accelerating, with machines now reviewing a significant volume of documents compared to human reviewers, driving efficiency and accuracy.3. Early challenges in AI, such as costly and inaccurate transcription, have been overcome through rapid improvements in technology, making advanced solutions accessible and reliable.4. Responsible development and deployment of AI are crucial. Users are encouraged to engage with AI systems but maintain a trust-but-verify approach.5. Looking ahead, the focus is on identifying and solving future problems in legal tech, with an emphasis on understanding what challenges lie ahead in the next few years and how AI can help address them.

Guest NotesMatt Galvin is a globally recognized leader in corporate ethics, compliance, and legal risk transformation and a partner at Steptoe LLP. He is known for pioneering BrewRIGHT, a groundbreaking compliance analytics platform at AB InBev. He has co-founded multiple organizations—including Gentic Global Advisors, Transforming Legal, and Integrity Distributed—focused on integrating data, technology, and innovation into legal and governance strategies. With a career spanning high-level public service and private sector leadership, he has shaped DOJ policy, led investigations in over 30 jurisdictions, and actively advises global boards and regulators on building resilient, high-integrity organizations.Guest LinkedInMatt Galvin | LinkedinKey Takeaways1. Matt Galvin emphasizes the importance of viewing compliance not just as a legal requirement but as a driver of efficiency, transparency, and bottom-line growth for organizations.2. The concept of proportionality is crucial—compliance efforts should scale according to the size and complexity of the organization, ensuring resources are allocated effectively.3. Integrating data analytics across disciplines such as supply, logistics, and sales enables organizations to solve complex problems globally and align incentives among stakeholders.4. The compliance landscape is cyclical, with periods of low enforcement often followed by crises and increased regulation. Organizations must remain agile and prepared for these shifts to maintain resilience and competitive advantage.

Guest Notes:Nick Abrahams is the Global Leader of Technology & Innovation for Norton Rose Fulbright. NRF has more than 4,000 lawyers in 50+ offices around the world. Nick is the founder of successful online legal site, LawPath (90,000+ users) and he created the world's first AI-enabled privacy chatbot, Parker. He also has a thriving career as a keynote speaker on future trends and innovation.. He is the author of the best-selling Kindle books "Big Data, Big Responsibilities" and "Digital Disruption in Australia". He is on the boards of: ASX-listed software company Integrated Research ($500M); the global genomics research leader, the Garvan Foundation; the Vodafone Foundation; and the Sydney Film Festival.Guest LinkedInNick Abrahams | LinkedInPodcast Takeaways:1. Purpose Fuels Impact: Nick’s career illustrates that finding your “why”—whether it’s helping others or driving innovation—leads to greater satisfaction and success in the legal profession.2. Creativity and Collaboration Matter: Skills from creative fields, like comedy and film, can enhance legal practice by fostering teamwork, effective communication, and innovative problem-solving.3. Innovation Solves Real Problems: Initiatives like LawPath and Parker were born from identifying gaps in access to legal support and leveraging technology to democratize legal services.4. AI Augments, Not Replaces, Lawyers: Contrary to popular belief, AI presents opportunities for lawyers to expand their roles, handle complexity, and serve more clients, rather than eliminating jobs.5. Empowering Legal Teams Drives Success: Granting autonomy and decision-making authority to legal professionals boosts morale, efficiency, and client satisfaction, helping lawyers move from “grinders” to “thrivers.”

Guest NotesTom Pfennig is a global leader in digital transformation, renowned for his pioneering work in digitalizing Legal, Compliance, and Data Privacy services worldwide. Licensed as an attorney in both Germany and New York, Tom brings over 20 years of professional experience and has cultivated a global network of General Counsels, Chief Compliance Officers, Senior Partners, Executives, and Regulators, all united by a commitment to innovation and excellence. As the former head of Bayer’s legal, compliance, and data privacy digital transformation—a program recognized by the Financial Times as “Most Innovative in Europe”—he led a diverse team of 150 professionals from more than 25 countries. Now the CEO and Founder of Transforming.Legal, one of the world’s most dynamic legal transformation boutiques, Tom is a passionate advocate for legal tech and generative AI, focusing on streamlining workflows and empowering legal teams. A graduate of IMD Lausanne’s Digital Transformation Programs, he is also a sought-after speaker, panelist, and lecturer on business ethics and digital transformation at leading European universities. Inspired by Bob Marley’s philosophy, Tom is a devoted husband and father of three, dedicated to shaping the future of law and compliance through data-driven, client-centric innovation.Guest LinkedInTom Pfennig | LinkedinKey Takeaways1. Active listening is fundamental to successful legal transformation, enabling leaders to authentically reflect the evolving needs of their teams and clients.2. Legal technology should be deployed to solve real problems identified through systematic portfolio mapping and pruning, rather than searching for issues to justify tech adoption.3. The legal function can become more agile and value-adding by adopting process-driven, continuous improvement strategies similar to those in finance and procurement.4. Building trust and driving measurable value in legal operations requires ongoing engagement, listening, and matching technology solutions to genuine pain points.

Guest Intro:Bjarne Tellmann is CEO of FjordStream Advisors, a consultancy dedicated to empowering legal leaders and organizations to navigate disruption, embrace change, and achieve transformative impact. With decades of award-winning global experience as General Counsel and a key member of executive teams at several large public companies, Bjarne is a recognized expert in organizational excellence, digital transformation, and talent development. He leverages his extensive leadership background to deliver strategic insights and innovative solutions tailored to legal organizations and executives.Guest LinkedIn:Bjarne Philip Tellmann | LinkedInKey Takeaways1. Transformation Requires Teams: Legal change succeeds when diverse teams work together, not just through individual expertise.2. Skillsets Must Evolve: Legal professionals need both deep expertise and broad, multidisciplinary skills—especially as AI reshapes the field.3. Culture Is Critical: Breaking down silos and fostering curiosity and collaboration are essential for real transformation.4. Continuous Learning Is Vital: Staying curious and adaptable is key in a rapidly changing legal landscape.5. Education Needs an Overhaul: Law schools must teach emotional intelligence, technology, and business—not just legal analysis.6. Human Skills Still Matter: AI will automate tasks, but interpersonal and leadership skills remain crucial.7. Clients Drive Change: As companies transform digitally, legal departments and law firms must keep pace.8. Ask Better Questions: Success depends on asking insightful questions and leveraging new tools for deeper understanding.

Guest’s Notes: Featured on this special reunion episode are multiple guests from the past few seasons of BDO’s Legal Tech Talk.Key Takeaways:1. AI Enhances, Not Replaces, Human Judgment: Generative AI is a powerful tool that accelerates legal workflows and analysis, but it cannot substitute for the nuanced decision-making and expertise of legal professionals.2. Transparency and Ethics Are Crucial for AI Adoption: Successful integration of AI in legal practice depends on clear, transparent processes and strong ethical guardrails to ensure accuracy, address bias, and maintain professional responsibility.3. Human Empathy and Discretion Remain Essential: While technology can automate routine tasks, qualities like empathy, ethical reasoning, and discretion are uniquely human and vital for effective client service and leadership.4. Legal Operations and Billing Models Are Evolving: AI is driving change in legal operations, making processes more efficient and potentially shifting the industry away from traditional billable hours toward fixed-fee and value-based pricing.5. Collaboration and Adaptability Are Key: The rapid pace of technological change requires legal professionals to collaborate across disciplines and continually adapt, ensuring they stay relevant and deliver greater value to clients.

Guest Notes:Karissa Boley is the Director of Legal Operations at Baker Hughes. With more than 20 years of experience, I am a strategic leader and business strategist who believes clear thinking creates clear communication.Guest LinkedIn: Karissa Boley | LinkedInKey TakeawaysClarity First:Make communications clear, concise, and actionable.Repeat Messages:People need to hear a message six times for it to stick—use multiple channels.Monitor and Adjust:Track feedback and metrics to improve message effectiveness.Align with Business Goals:Tailor communications to support company objectives.Leverage Leaders:Use champions and leadership to reinforce important messages.Manage Change Fatigue:Recognize message overload and use impactful, targeted communications.Promote AI as a Skill:Encourage learning and adoption of AI as a valuable skillset.Keep Emails Short:Use brief subject lines and concise content to boost engagement.Build Community:Connect with peers and experts for ongoing support and learning.

Guest NotesDerek Mogck is the Head of Legal Operations at Munich Re America Services, a role that places him at the intersection of legal strategy, operational efficiency, and innovation. He is recognized as a thought leader in legal operations, frequently featured at industry events such as Running Legal Like a Business (RLLB) 2025, where he joins other top legal ops professionals from global organizations.His work focuses on optimizing legal service delivery, leveraging technology, and aligning legal functions with broader business goals. With a background in litigation and business advisory, Derek brings a strategic and pragmatic approach to legal operations leadership.Guest LinkedInDerek Mogck | LinkedInKey TakeawaysStrategic planning in legal operations requires flexibility and the ability to pivot as business needs, leadership, and external factors change, without viewing these shifts as failures.Successful technology adoption in legal departments starts with identifying real business problems and use cases, ensuring that process and technology work together as equal partners rather than chasing the latest trends.The insurance industry, while sometimes perceived as old-fashioned, is actively embracing digital transformation and innovative technologies, with many tech-savvy professionals driving change from within.Thoughtful, deliberate responses and time for reflection are increasingly valuable in today’s fast-paced environment; legal operations professionals add significant value by providing wise counsel and helping leaders process information carefully before making decisions.

Guest NotesChristina Wojcik is the Chief Innovation Officer and a partner at Pierson Ferdinand, a law firm renowned for its partner-focused, office-free model and commitment to culture-driven success. With a career dedicated to building solutions for critical legal and business challenges, Christina brings expertise in strategy design, consulting, and the implementation of best practices. She leverages technology, outsourcing, and innovative approaches to simplify and standardize processes, drive revenue, achieve cost savings, and reduce risk for organizations. Her hands-on experience in leading high-growth legal operations and her passion for fostering collaborative, values-based environments make her exceptionally suited to share insights on law firm innovation, legal technology, and the future of legal practice in this episode. Guest LinkedInChristina Wojcik | LinkedInKey TakeawaysPierson Ferdinand’s partner-focused, office-free model fosters a tight-knit, family-like culture where hiring for values and collaboration is prioritized over traditional law firm structures.The firm’s approach allows partners to bring on support staff as needed, minimizing overhead and maximizing flexibility to deliver for clients.Christina Wojcik emphasizes the importance of giving back to the legal community through mentorship, sharing her diverse career experiences to help others navigate transitions and add value in their roles.The Running Legal Like a Business Conference provides a unique, connected atmosphere for legal professionals to learn, network, and explore innovative ways to run legal operations more effectively.

Guest Information:Jennifer McIver, Director of Legal Operations and Industry Insight at Wolters Kluwer. She is an attorney with a passion for connecting corporate legal departments and technology. She believes there is no better feeling than partnering with legal teams to realize the value technology brings to increasing efficiency and accuracy, reducing costs, and incorporating data and analytics into daily practices. When databases and workflows are optimized, chaotic and reactive processes turn into proactive informed decisions that transform how legal departments operate.Guest LinkedIn:Jennifer McIver | LinkedInKey TakeawaysData is FoundationalClean, standardized data is essential for effective e-billing, process automation, and leveraging AI. Without it, technology solutions will struggle to deliver meaningful results.People, Process, Technology—and DataSuccess in legal operations requires more than just tech adoption. The right people, clear processes, and disciplined data management are equally important.AI’s Role in E-BillingAI is already being used to improve invoice review, catch errors like block billing, and enhance data accuracy. However, AI is not a “magic button”—it depends on good underlying data and thoughtful implementation.Standardization ChallengesEfforts to standardize billing codes (like UTBMS and LEDES) have faced adoption hurdles. Customization and lack of enforcement create data inconsistencies that undermine analysis and automation.Collaboration Is KeyBoth law firms and corporate legal departments benefit from transparent, standardized billing practices. Open communication and shared responsibility for data quality are crucial.Keep It SimpleOrganizations should focus on collecting the data they truly need, rather than overwhelming themselves with unnecessary complexity. Simplicity aids accuracy and efficiency.Running Legal Like A Business ConferenceRunning Legal Like a Business Conference provides a valuable platform for sharing experiences, learning from peers, and driving industry change—especially by welcoming new voices.

Guest LinkedIn Sandy MacDonnell | LinkedInPodcast TakeawaysChange Management Is Key: Successful legal tech adoption isn't just about great features—it's about understanding users' pain points and solving real problems. Listening and empathy are critical.Internal Champions Drive Adoption: Identifying and empowering champions within different legal teams is far more effective than top-down mandates. Champions become evangelists and help build trust in new tools."Customer Zero" Advantage: DocuSign's legal ops team gets early access to new features, providing valuable feedback and helping shape product development before public release.Measuring Success Matters: Metrics such as time saved per contract review and reduction in manual tasks are essential for demonstrating value and building trust in new technologies, especially AI.AI Adoption Is a Journey: Building trust in AI tools requires transparency, iterative testing, and involving legal professionals in the development process. Not all teams or functions are ready for full AI adoption, and that's okay.Community Is Powerful: Conferences like Running Legal Like a Business foster lasting relationships and a supportive community. The value goes beyond sessions—it's about having a network to turn to for advice and shared learning.Start Small and Iterate: Legal ops professionals should focus on identifying problems, listening to stakeholders, and starting with manageable solutions. Building momentum through small wins leads to broader change.Knowledge Sharing Is a Responsibility: Attendees of industry conferences have an opportunity—and responsibility—to bring back insights and share them with their teams, amplifying the impact of collective learning.

Guest Information:Tiffani Hamilton Huynh, Head of Legal Operations at DHL. Tiffani is a highly motivated, resourceful and results-oriented leader with demonstrated accomplishments in providing solutions with a key focus on customer satisfaction, business value, quality and long-term supportability. Ability to thrive in dynamic environments while remaining practical and flexible in meeting customer and enterprise needs.Guest LinkedIn:Tiffani Huynh | LinkedInPodcast TakeawaysLegal Ops Evolution: Tiffani’s experience highlights how legal operations can grow alongside an organization, adapting to new business needs and leveraging cross-functional expertise, especially in logistics.Value-Based Billing: Moving away from hourly billing requires a fundamental shift in mindset. Success metrics, transparency with outside counsel, and a focus on outcomes (not just hours) are essential.Role of Data: Data is the backbone of persuasion and change. Internal, external, and benchmark data help legal teams make informed decisions, negotiate fair rates, and demonstrate value to stakeholders.AI’s Potential: While AI wasn’t a focal point in the session, Tiffani notes its potential to help define value by analyzing historical data and identifying trends across practice areas, countries, and attorneys.Collaboration & Trust: Building trust between legal ops and internal lawyers is crucial. Recommendations based on data are more readily accepted when relationships are strong and expertise is respected.Benchmarking for Change: Benchmarking rates internally and externally provides leverage for negotiations and ensures consistency and fairness in pricing models.Conference Value: The RLLB conference offers unique opportunities for networking, learning, and validation. Tiffani plans to share her learnings with her team and GC, driving continuous improvement.Giving Back: Tiffani emphasizes the importance of sharing knowledge gained at industry events, fostering a culture of learning and innovation within her organization.

Guest Information:Steven Rippberger is the Director of Legal Operations at OpenText, with a focus on value-driven solutions, strategic alignment, and business change realizing corporate vision. Steven have over 10 years of experience including strategy development, financial management, business process redesign, software package selection, technology architecture, program/project management, change management and planning, design, and deployment of solutions to meet key business requirements.Guest LinkedIn:Steven Rippberger | LinkedInPodcast Takeaways:Key Takeaways from the Episode:Transformation & Innovation in Legal Ops: Legal departments lag in tech adoption, but transformation is possible with purposeful change management and a willingness to challenge traditional practices.Change Management is Crucial: Success in legal operations requires understanding stakeholder motivations, building trust, and actively listening to lawyers’ concerns.Data-Driven Decision Making: Implementing dashboards and KPIs helps legal teams identify inefficiencies, prioritize high-value work, and drive continuous improvement.AI Adoption in Legal: AI tools, such as contract review and redlining, offer significant potential but require careful implementation, trust-building, and alignment with attorney workflows.Collaboration with IT: Partnership with IT is essential for evaluating, implementing, and scaling technology solutions across the enterprise.Leveraging In-House Technology: OpenText’s legal team prioritizes using their own software (“drink your own champagne”) before considering external solutions.Future of Legal Tech: The next wave involves harmonizing fragmented AI agents through a centralized orchestration layer, similar to the evolution of single sign-on for identity management.Value of Diverse Backgrounds: Non-legal backgrounds bring fresh perspectives and are an asset for driving innovation in legal operations.

Guest NotesJessica Vander Ploeg is the Vice President of Legal Operations at Belron, with a distinguished career leading legal operations initiatives. Her hands-on approach to legal technology, AI adoption, and operational strategy—combined with her role as a founding board member of legalops.com—makes her uniquely qualified to discuss the evolving landscape of legal operations and the strategic implementation of AI in legal departments.Guest LinkedInJessica Vander Ploeg | LinkedInKey Takeaways1. Legal operations professionals are evolving from traditional defenders of the company to strategic business enablers, partnering proactively with the business rather than reacting solely to legal risks.2. The future of legal departments relies on building the right mix of talent—including data scientists and AI specialists—and leveraging automation and technology to free lawyers for substantive, high-value work.3. Active listening is a critical human skill for legal operations success, enabling professionals to understand needs, build trust, and apply solutions across the legal department.4. Successful legal operations require the ability to apply what is heard to multiple facets of the department, aligning actions with the organization’s vision, purpose, and values.

Guest NotesClinton Sanko, Chattanooga office managing shareholder and Baker Donelson Firm's eDiscovery and document review officer, is a seasoned litigation trial lawyer who focuses his practice on efficient, effective and expeditious management of eDiscovery and document review. He has substantial experience in a variety of matters, including the defense of a client in two large multidistrict antitrust class actions alleging wage and compensation fixing of thousands of employees and independent contractors arising out of alleged information exchanges, benchmarking and no poach agreements.Guest LinkedInClinton Sanko | LinkedinKey Takeaways1. Clinton Sanko highlights a significant blind spot in how law firms and corporate legal departments approach e-discovery, emphasizing the need for thoughtful integration of technology to drive efficiency and value for clients.2. The distinction between keywords (often shared in discovery) and attorney prompts (considered core mental work product) is becoming increasingly important as generative AI tools are used in legal practice.3. The legal profession must address new challenges in discovery protocols, particularly regarding whether AI-generated prompts used to identify responsive documents should be considered discoverable.4. For new lawyers, engaging directly with AI tools—while respecting confidentiality—is essential for developing future-ready skills, including using AI as a career coach and benchmarking AI-generated work against respected legal professionals.

Guest NotesCynthia J. Cole is Chair of Baker McKenzie’s Global Commercial, Tech and Transactions Business Unit, a member of the Firm’s global Commercial, Data, IP and Trade (CDIT) practice group steering Committee and Co-chair of Baker Women California. A former CEO and General Counsel, just before joining the Firm, Cynthia was Deputy Department Chair of the Corporate Section in the California offices of Baker Botts where she built the technology transactions and data privacy practice. An intellectual property transactions attorney, Cynthia also has expertise in AI, digital transformation, data privacy, and cybersecurity strategy.She advises clients across a wide range of industries including Technology, Media & Telecoms, Energy, Mining & Infrastructure, Healthcare & Life Sciences, and Industrials, Manufacturing & Transportation. Cynthia has deep experience in complex cross-border, IP, data-driven and digital transactions, creating bespoke agreements in novel technology fields. She acts as outside general counsel to a number of executive teams and boards of directors.Guest LinkedInCynthia Cole | LinkedinKey TakeawaysCynthia Cole’s career path demonstrates the value of adaptability and strategic evolution in the legal profession, moving between roles in law firms, corporate leadership, and academia.She emphasizes the importance of flexibility and creativity when advising clients on legal technology, noting that not all solutions are one-size-fits-all.Cynthia highlights the critical role of human oversight in legal tech implementations, cautioning against the misconception that technology can fully replace human involvement.Building and maintaining strong relationships and human connections remain central to successful legal technology adoption and client service.

Guest NotesCari serves as Taft Law Firm’s Assistant General Counsel. In this role, she advises firm attorneys with respect to ethics compliance, risk prevention, and conflicts of interest. With over 15 years of legal experience in civil litigation, conflicts of interest, and professional responsibility. In addition, she assists in the review and negotiation of outside counsel guidelines, conflict waivers and engagement letters, and other items with ethical implications. In addition, she assists in providing ethical training and education within the firm to its attorneys and staff. Cari is an Adjunct Professor at the IU Robert H. McKinney School where she teaches Professional Responsibility. She is also a former Assistant Clinical Professor of Business Law and Ethics at the Kelley School of Business. She is passionate about promoting ethical awareness, integrity, and professionalism in the legal and business fields and contributing to the advancement of knowledge and practice in these domains.Cari is a frequent presenter and author on ethics and professionalism in the legal industry. She is a reoccurring author with the Res Gestae regarding the Ethics Curbstone and has been quoted in publications for her knowledge on ethical topics. Cari is also an avid speaker having given over 200 seminars on ethics and professionalism for various local and national platforms. Her primary area of research is regarding the ethics of AI and how it affects the legal and business community.• Cari L. Sheehan | People | Taft Law• [email protected]• LinkedinKey Takeaways1. Dedicated Ethics Oversight:Cari Sheehan highlights the importance of having designated personnel or teams within law firms who are responsible for ethics and professional responsibility. This dedicated oversight ensures that attorneys consistently uphold ethical standards, have a clear resource for guidance on complex legal situations, and helps maintain the firm’s reputation and public trust.2. Technology and Innovation:Taft Law Firm is committed to staying at the forefront of technological advancements by integrating innovative tools and solutions into their practice. Cari discusses how the firm encourages collaboration between younger, tech-savvy lawyers and more experienced attorneys. This cross-generational teamwork enables the firm to adopt new technologies that improve efficiency, streamline workflows, and deliver better client service.3. Active Listening and Communication:The podcast underscores the value of active listening and direct, open communication in the legal profession. Cari advocates for picking up the phone and having real conversations to resolve conflicts and address issues. This approach often leads to faster, more effective resolutions and helps foster a collaborative and collegial work environment, compared to relying solely on email.4. Ethical Use of AI:Cari shares her experiences with AI tools, such as note-taking devices, and discusses the ethical considerations involved in adopting these technologies. She emphasizes the need for law firms to use secure and compliant versions of AI to protect client confidentiality and ensure ethical standards are met. Careful evaluation of AI tools is necessary to balance innovation with the firm’s professional responsibilities.5. Continuous Learning and Adaptation:Continuous education is essential for law firms to keep pace with technological changes and evolving client expectations. Cari organizes seminars and works with different departments to ensure attorneys are informed about new developments and equipped to handle emerging challenges. This ongoing commitment to learning and adaptation helps the firm remain competitive and responsive in a rapidly changing legal landscape

Guest NotesKate Barton, the Global CEO of Dentons, the world's largest law firm with a presence in over 80 countries, leads the firm's global strategy and operations with a focus on delivering high-quality service, retaining top talent, and business growth. In addition to her role at Dentons, she serves on the board of SharkNinja, a NYSE-listed company, and is involved with several not-for-profit organizations, including the Ireland Fund, the All Stars Project, and the Shanti Bhavan Children’s Project. She also contributes to advisory councils at Boston College Law and Boston University School of Management. Kate retired from EY in 2023, where she was Global Vice Chair of Tax, Law, and People Advisory Services, and a member of EY’s Global Executive Board, leading thousands of professionals across 150 countries in strategy, operations, and innovation, driving EY’s global tax practice to the top in brand and market share. Her educational background includes a B.S. from Boston University, a J.D. from Boston College Law School, and an LL.M. in Taxation from Boston University School of Law, along with executive programs at Kellogg and Harvard. She is NACD Director Certified and qualified as a financial expert under SEC, NYSE, and NASDAQ rules.Kate Barton|LinkedInKey Takeaways1. The Importance of Soft Skills in Legal PracticeKate Barton emphasizes that skills like empathy, emotional intelligence, and the ability to explain complex issues simply are crucial for lawyers. These skills are not just "nice to have" but essential for effectively navigating client relationships and complex situations.2. Tech-Enabled Solutions for Global ClientsDentons is focusing on providing tech-enabled solutions to address complex legal issues, such as data privacy and AI regulations. This approach helps clients visualize the impact of laws on their operations and enhances the firm's ability to deliver innovative services.3. Adapting to Increased Client Expectations Post-PandemicSince the pandemic, client expectations for accessibility and responsiveness have risen. Dentons is working to ensure its lawyers can meet these demands while maintaining mental well-being and leveraging technology to stay connected and efficient.4. Leveraging Global Reach for Competitive AdvantageWith a presence in more countries than any other law firm, Dentons uses its global reach to offer clients comprehensive solutions to cutting-edge issues. This extensive network is a significant advantage in navigating international legal challenges.5. Continuous Learning and Staying CurrentKate Barton highlights the importance of staying informed about global challenges and industry trends. She advocates for regular business reading and utilizing podcasts to keep up with developments, ensuring that Dentons remains a trusted advisor to its clients.

Guest NotesNicholas Sarokhanian is chair of Barnes & Thornburg's Artificial Intelligence Industry Group, advising clients on emerging AI legal and business challenges, including generative AI, LLMs, and RAG technology. He represents companies, which range from Fortune 500 to startups, in high-stakes, strategic and complex disputes involving technology, trade secrets, and competition, leveraging his strategic insight and litigation experience. With substantial courtroom experience, Nicholas has handled more than 15 trials and arbitrations and has secured favorable appellate rulings. His clients span AI, software, real estate, healthcare, and financial services. In addition to his legal practice, Nick is also committed to pro bono work and diversity initiatives.Firm BioNicholas Sarokhanian, Minneapolis Attorney | Barnes & ThornburgGuest LinkedInNicholas Sarokhanian | LinkedInKey Takeaways1. Systematic Thinking in Law: Nicholas Sarokhanian discusses his systematic approach to legal thinking, which helps him connect various legal concepts and enhances his ability to identify patterns and solve complex legal issues.2. Generative AI in Legal Practice: The episode explores the transformative potential of generative AI in the legal field, highlighting how it can streamline processes, increase efficiency, and allow lawyers to focus on higher-value tasks.3. Balancing Innovation and Ethics: Nicholas emphasizes the importance of maintaining ethical standards and professional judgment while integrating AI into legal practice, addressing concerns about confidentiality and the potential impact on the development of legal expertise.4. AI as an Equalizer: The conversation touches on how generative AI can act as a great equalizer in the legal profession, enabling both junior and senior lawyers to access the same information and insights, thereby leveling the playing field.5. Future of Legal Billing: The episode delves into the implications of AI on legal billing practices, discussing the potential shift towards value-based pricing as AI tools enhance the speed and efficiency of legal work.

Guest NotesDaniel J. Solove is the Eugene L. and Barbara A. Bernard Professor of Intellectual Property and Technology Law at the George Washington University Law School. One of the world’s leading experts in privacy law, Solove is the author of more than 10 books and 100+ articles. He has published books with Oxford University Press, Harvard University Press, and Yale University Press.Guest LinkedInDaniel J. Solove | LinkedInKey TakeawaysThe Need for Comprehensive Privacy Regulation: Professor Solove emphasizes the importance of establishing comprehensive privacy laws that can effectively regulate digital technologies, similar to how safety standards have been successfully implemented in industries like automobiles and food production.Digital Technology Exceptionalism: The episode highlights the challenge of regulating digital technologies due to their intangible nature, which makes them harder for consumers to understand and for lawmakers to regulate compared to physical goods.Industry Resistance and Long-term Benefits: Solove discusses the resistance from companies to privacy regulation, likening it to adolescent behavior. He argues that while regulation may seem burdensome in the short term, it ultimately benefits both consumers and industries by ensuring safety and trust.Solove's Vision for Privacy Regulation: Professor Solove shares his hope for a future where privacy regulation is both effective and supportive of technological innovation, aiming to change the conversation around privacy and ensure that technologies are privacy-protective without stifling innovation.

Guest NotesDaniel J. Solove is the Eugene L. and Barbara A. Bernard Professor of Intellectual Property and Technology Law at the George Washington University Law School. One of the world’s leading experts in privacy law, Solove is the author of more than 10 books and 100+ articles. He has published books with Oxford University Press, Harvard University Press, and Yale University Press.Guest LinkedInDaniel J. Solove | LinkedInKey TakeawaysThe Need for Comprehensive Privacy Regulation: Professor Solove emphasizes the importance of establishing comprehensive privacy laws that can effectively regulate digital technologies, similar to how safety standards have been successfully implemented in industries like automobiles and food production.Digital Technology Exceptionalism: The episode highlights the challenge of regulating digital technologies due to their intangible nature, which makes them harder for consumers to understand and for lawmakers to regulate compared to physical goods.Industry Resistance and Long-term Benefits: Solove discusses the resistance from companies to privacy regulation, likening it to adolescent behavior. He argues that while regulation may seem burdensome in the short term, it ultimately benefits both consumers and industries by ensuring safety and trust.Solove's Vision for Privacy Regulation: Professor Solove shares his hope for a future where privacy regulation is both effective and supportive of technological innovation, aiming to change the conversation around privacy and ensure that technologies are privacy-protective without stifling innovation.

Guest NotesMori Kabiri is the CEO of InfiniGlobe and the founder of Legal Ops KPIs. As an esteemed author and thought leader, Mori champions the integration of key performance indicators (KPIs) and strategic business alignment to revolutionize legal operations. He spearheads a data-driven approach to modernizing legal ops, drawing on over 25 years of extensive experience in the legal industry.LinkedInMori Kabiri | LinkedInKey TakeawaysStrategic Alignment is Crucial: Mori Kabiri emphasizes the importance of aligning legal operations with the company's vision and mission. This strategic alignment ensures that legal departments function as strategic business units, contributing effectively to the organization's overall goals.Effective Use of KPIs: The discussion highlights the role of Key Performance Indicators (KPIs) in transforming legal operations. By defining and measuring the right KPIs, legal departments can drive data-driven decision-making and operational excellence, ensuring they meet strategic objectives.Data Quality and AI Integration: Data quality is a significant factor in the success of legal operations. Mori discusses how AI tools can enhance data quality and provide deeper insights, helping legal teams make informed decisions and improve their processes.Continuous Improvement and Adaptation: The episode underscores the need for legal departments to continuously adapt their metrics and strategies. By retiring outdated KPIs and embracing new technologies, legal teams can remain competitive and responsive to changing business needs.

Guest NotesLaura Dieudonné is the Legal Operations and Administration Director at Delta Air Lines, Inc. (“Delta”). Since joining Delta’s Law Department in 2015, Laura has focused on enhancing the department’s productivity through technology, including by helping to implement the first document management system, introducing a redlining tool and KPI reporting system for Delta’s attorneys and legal professional staff, and supporting automation efforts for responding to third-party subpoenas. Among her many responsibilities, Laura manages the legal operations and administrative teams, oversees the monthly KPI reporting process and provides critical support in budgeting, accruals and financial reporting for the department. She currently serves as a chairperson on Delta’s Law Department’s Operations and Technology Committee. Laura also serves as Corporate Legal Operations Consortium (CLOC) Board of Directors and CLOC’s DEIB Council Chair. Guest LinkedInLaura Dieudonne, B.S. Law and Policy-PreLaw, A.A.S. HRM | LinkedInKey Takeaways1. Effective Technology Implementation: Successful implementation of new technologies in legal operations requires understanding team pain points and securing necessary approvals. Engaging with team members to identify inefficiencies can lead to the adoption of tools like document management systems and KPI reporting systems, which enhance productivity and collaboration.2. KPI System for Resource Management: The development of a KPI system at Delta has been instrumental in tracking the activities of different practice areas. This system helps in making informed decisions about cross-training, resource allocation, and hiring, thereby improving operational efficiency.3. Work-Life Balance and Commitment: Delta's legal team emphasizes a strong work ethic and commitment, encouraging a balance between professional responsibilities and personal life. This approach ensures that team members remain motivated and passionate about their work.4. Diversity, Equity, and Inclusion Initiatives: Delta and CLOC are committed to fostering an inclusive environment through various DEIB initiatives. These efforts include forming community groups for diverse employee segments, ensuring everyone feels valued and heard.5. Knowledge Sharing and Networking: Attending conferences like CLOC provides opportunities for knowledge sharing and networking. Delta's legal ops team actively participates in these events to gather insights and share learnings with the broader organization, promoting continuous improvement and collaboration.

Guest NotesLorrie Engel is the Legal Operations Lead at Lennox International. She is a legal operations professional with strong expertise in change management and technology adoption, focused on driving operational efficiency and collaboration. She describes herself as a resourceful, tech savvy and flexible legal operations professional with strengths in multi-tasking, problem solving, communication and creativity.Lorrie Engel | LinkedinKey Takeaways1. Effective Change Management Strategies:Emphasize a no-judgment approach to encourage open communication and support among team members.Provide ample notice and clear communication about upcoming changes to ease transitions.2. Overcoming Adoption ChallengesEngage legal teams in the selection process of new tools to ensure they meet user needs.Demonstrate the efficiency and user-friendliness of new technologies to drive adoption.3. Learning from Past ExperiencesRecognize the value of learning from failures to improve future implementations.Use past challenges as opportunities to refine strategies and processes.4. Strategic Use of AI in Legal OperationsExplore AI use cases for legal research and strategic decision-making.Prioritize data security and confidentiality when integrating AI tools.5. Procurement and Evaluation of Legal Tech ToolsShift towards involving legal teams in the evaluation and procurement of SaaS-based software.Align technology solutions with specific business needs and objectives.6. Transitioning Across IndustriesLeverage past experiences and skills when transitioning to new roles or industries.Recognize the importance of supportive leadership in facilitating successful transitions.7. Knowledge Sharing and Leadership DevelopmentShare insights and knowledge gained from conferences and educational events with the team.Participate in leadership development programs to foster growth and innovation within the organization.8. Future Outlook on Legal TechnologyStay informed about emerging technologies and trends in the legal industry.Continuously evaluate and adapt strategies to meet evolving business and technological needs.

Guest NotesOyango Snell is a newly appointed Executive Director of Corporate Legal Operations Consortium (CLOC) focused on strategic global expansion, deeper partnerships, and inclusive innovation in legal operations. With nearly 20 years of experience in legal, government, and corporate affairs, Oyango is known for his energetic leadership, motivational speaking, and endless innovation, transforming organizations and the teams he represents through the execution of transparent business practices, effective communication, human development, and empowerment. With over 15 years of association management and executive leadership experience, Oyango challenges internal and external stakeholders to think beyond the impossible to enhance the quality of service, increase revenue streams, and develop and enhance advocacy strategies. Oyango Snell | LinkedInKey TakeawaysAI Integration in Legal Operations: Oyango Snell emphasizes the importance of integrating AI into legal operations to enhance efficiency and effectiveness. He discusses the need for legal teams to identify specific business problems and find AI tools that address those issues, rather than getting caught up in the broad and often intimidating concept of AI.Challenges of Bureaucracy: The episode highlights the challenges posed by bureaucratic processes in corporate legal departments and law firms. Oyango points out that bureaucracy can hinder decision-making and innovation, and he stresses the importance of providing educational resources and insights to help legal professionals navigate and influence these processes.Commitment to Diversity and Inclusivity: Oyango shares his dedication to fostering diversity and inclusivity within CLOC and his career. He discusses his intentional efforts to build diverse teams and create leadership opportunities for individuals from various backgrounds, emphasizing that true leadership is about creating more leaders.Continuous Improvement and Feedback: Oyango underscores the importance of reflection and feedback in improving CLOC's conferences and member experiences. He is committed to listening to feedback from various stakeholders to enhance future events and ensure they meet the needs of participants effectively.

Guest NotesJenn McCarron is an innovative leader in law technology known for her ability to develop talent, foster growth, and link business expertise with artistry and creativity. Jenn’s unique approach — which recognizes that a growth mindset requires a deeply creative process — has enabled her to build teams from the ground up that revolutionize major organizations and the industry at large. Jenn is an advocate of human-centric leadership. Jenn currently serves of president of the board of directors at Corporate Legal Operations Consortium (CLOC) and host of CLOC Talk podcast. Jenn’s career includes being the visionary behind 'Legal Ops 3.0', built Netflix’s legal ops function from the ground up and more. Jenn McCarron | LinkedInKey TakeawaysLegal Ops 3.0 Vision: Jenn McCarron introduces the concept of Legal Ops 3.0, emphasizing a shift from foundational technology implementation to strategic data storytelling and advisory roles within organizations, which can drive competitive advantage and strategic growth.Impact of Generative AI: The episode highlights the significant role of generative AI in transforming legal workflows, enhancing efficiency, and expanding the strategic influence of legal operations professionals by automating routine tasks and enabling more informed decision-making.Change Management and Technology Adoption: Listeners gain insights into effective strategies for managing change and adopting new technologies in legal operations, drawing from Jenn's extensive experience in leading tech adoption initiatives.Human-Centric Leadership: Jenn underscores the importance of empathy and emotional intelligence in leadership, advocating for a human-centric approach that fosters better collaboration, innovation, and understanding within legal teams.Future Trends and Challenges: The discussion explores future trends in legal operations, including the need for strategic roles, the impact of market dynamics, and the opportunities and challenges presented by emerging technologies like AI, preparing listeners to navigate the evolving legal landscape.

Guest NotesDaryl Kreml is a Compliance leader whose career spans government, law firm, and in-house roles. A Harvard Law School graduate, he began his career at the CIA, then spent over eight years in Compliance and Enforcement at a top law firm in Washington, DC, and London. His in-house roles include Head of International Compliance at Boston Scientific and Head of Global Compliance at Biogen. At Sage Therapeutics, as SVP and Chief Enterprise Risk and Compliance Officer, he established a global Compliance Program and developed a notable data analytics framework featured in a Harvard Business School case study. Daryl believes in fostering trust and engagement through ethical practices.Guest LinkedInDaryl Kreml | LinkedinKey TakeawaysMission-Driven Innovation: Daryl Kreml emphasizes the importance of a strong mission focus in driving innovation and problem-solving. His experience at the CIA taught him that the question should not be a simple yes or no, but rather how to achieve the mission effectively.Values-Driven Compliance: Daryl advocates for a values-driven compliance culture, where data and analytics serve as tools to inform and enhance decision-making rather than drive it. This approach ensures that compliance programs remain aligned with the organization's core values and mission.Cross-Functional Collaboration: The episode highlights the significance of involving all stakeholders in understanding the organization's culture and challenges. Daryl shares an innovative example of using music playlists to build a compliance culture, demonstrating how creative approaches can foster engagement and alignment.The Role of AI in Compliance: While AI tools are making valuable contributions across compliance programs, Daryl underscores the need for human oversight and expertise. He discusses the potential of AI to handle tasks traditionally done by junior team members, while also raising concerns about developing future talent in a rapidly evolving technological landscape.

Guest NotesJason Albert serves as the Global Chief Privacy Officer at ADP, where he leads the company's privacy strategy, governance, and compliance across all markets and regions. With over 25 years of experience as an attorney, Jason has designed and executed strategic campaigns for major corporations, leveraging regulatory regimes to enable business success. He oversees a team of privacy professionals who collaborate with business units, legal, security, and external stakeholders to ensure ADP's products and services meet the highest standards of data protection and user trust. Jason also advises senior leadership and the board on emerging privacy trends, risks, and opportunities, while representing ADP in industry associations, regulatory forums, and public policy debates.Guest LinkedIn & other provided contact infoJason Albert’s LinkedInJason Albert’s Email – [email protected] Key TakeawaysAI Ethics and Trust: Jason Albert emphasizes the importance of implementing AI ethics principles, such as transparency and explainability, to build trust with users and ensure compliance with evolving regulations.Data Minimization: The discussion highlights the significance of data minimization as a core privacy principle, focusing on collecting only the data necessary to provide services, thereby reducing risks and enhancing user trust.Privacy as a Human Right: Jason frames privacy as a fundamental human right, advocating for strong privacy programs that protect individuals' data and align with both U.S. and international privacy laws.Future of AI and Regulation: The episode explores the potential of AI to enhance human creativity by handling routine tasks, while also anticipating continued regulatory developments and the adoption of standards to guide AI usage responsibly.

Guest’s Notes:Robert Keeling is a partner at Redgrave LLP, leading their second request and antitrust practice. With extensive experience in e-discovery and information governance. Robert is widely recognized as a leading authority on eDiscovery, focusing on coordinating discovery for large, complex, and data-intensive matters. He represents clients in major regulatory enforcement actions, government investigations, and internal investigations, helping them navigate all phases of the discovery process. Guest’s LinkedInRobert Keeling | LinkedInKey TakeawaysAdvancements in Generative AI: Robert Keeling highlights the significant advancements in generative AI technology, noting how its increasing power and decreasing cost are making it more accessible and effective for legal professionals. This progress is paving the way for broader adoption and transformation within the legal industry.Iterative Use of AI: Keeling emphasizes the importance of an iterative approach when using generative AI in legal contexts. Continuous refinement and testing are crucial to achieving optimal results, which can enhance the efficiency and accuracy of legal processes.AI in Privilege Log Creation: One of the most exciting applications of generative AI, according to Keeling, is its potential to revolutionize the creation of privilege logs. AI can streamline this traditionally inefficient and costly aspect of legal work, offering significant time and cost savings.Balancing AI and Human Judgment: While AI offers tremendous efficiency gains, Keeling underscores the continued importance of human judgment in legal processes. He predicts that AI will complement rather than replace human reviewers, maintaining a critical role for attorneys in ensuring the quality and defensibility of legal work.

Todd Itami is the Director of Artificial Intelligence and E-Discovery Solutions at Covington & Burling LLP, where he advises global companies on machine learning applications for legal and business tasks. He has led e-discovery efforts in major U.S. litigations and investigations, offering expertise in digital forensics, data preservation, and traditional legal tasks. Todd combines technical and legal knowledge to solve complex problems, achieving cost savings through AI, automation, and software optimization. He also advises on e-discovery vendor pricing and leads legaltech software development, integrating advanced language models to enhance document review tools.Guest LinkedInTodd Itami | LinkedInKey TakeawaysTransformative Impact of AI on Legal Practice: Todd Itami emphasizes that AI and technology are revolutionizing the legal profession, moving it away from traditional methods and towards more innovative, tech-driven approaches. He highlights the importance of adopting a tech-agile culture to stay competitive and deliver value to clients.Continuous Learning and Adaptation: Todd stresses the significance of continuous learning and staying updated with the latest technologies. He shares his personal commitment to spending two to three hours a day absorbing new information, which he believes is crucial for leveraging the full potential of AI and other technological advancements.Challenges in Integrating AI: Despite the hype around AI, Todd points out that the legal industry is still in the early stages of integrating these tools effectively. He discusses the need for clear policies, flexible frameworks, and a culture that embraces change to successfully implement AI in legal workflows.Ethical Considerations and Information Governance: Todd underscores the importance of maintaining ethical standards and robust information governance when using AI. He argues that AI tools should be evaluated within existing frameworks for confidentiality and data security, ensuring that they are used responsibly and effectively.

With over a decade of experience in the legal industry, Rich has held various roles, including Director of E-Discovery and Information Governance at JC Penney and positions on the law firm and service provider sides. He specializes in legal operations, legal technology, e-discovery, and litigation support. Rich holds a degree in psychology from Georgetown University and brings a unique perspective to his work, drawing on his early career experience running a group home for troubled teens. His expertise spans process mapping, continuous improvement (Kaizen), and the transformative potential of generative AI in legal tech.Guest LinkedInhttps://www.linkedin.com/in/richrobinson-toyota/ Key TakeawaysRich Robinson emphasizes the importance of mapping processes and continuous improvement (Kaizen) to optimize outcomes both personally and professionally.Rich discusses the transformative potential of generative AI in the legal industry and its future impact on legal processes.Rich highlights the importance of active listening, empathy, and effective communication in leadership to engage and influence teams.Rich talks about the shift to hybrid work models and the need to balance productivity with personal interaction to maintain strong team dynamics.

BDO’s Legal Tech Talk is a podcast hosted by Jared Crafton, BDO’s Forensic Technology Practice Leader, and Daniel Gold, Principal, E-Discovery Managed Services Leader. In this podcast series, they are joined by judges and legal professionals for exciting discussions on the use of technology in the legal industry.Hosts’ LinkedInDaniel Gold, Esq. | LinkedInJared Crafton | LinkedInKey TakeawaysSpecial Episode: A recap of the best episodes of 2024 (featuring judges, attorneys, and legal tech leaders), marking the end of season 2. They emphasize the significance of this milestone, noting that they have been running the podcast for two years. Podcast Reflections: Daniel and Jared reflect on the journey of the podcast, mentioning that they have produced about 48 episodes with the help of their podcast team. They express pride in the impact they have made by sharing stories from influential figures in legal technology. They highlight the responsibility they feel in sharing impactful stories with their listeners.Building Community: Daniel and Jared emphasize the importance of community support. They attribute their success to being consistent and authentic in their approach. By staying true to themselves and their mission, they have built a loyal audience that resonates with their content. They highlight that listener feedback and support are crucial for the show's growth.Season 3 Plans: Daniel and Jared are gearing up for season 3 and announce that the podcast will expand to a new format. Tune in to find out the full details of BDO’s Legal Tech Talk podcast’s 2025 plans!

Guest NotesAndrea D'Ambra is a recognized thought leader in eDiscovery, information governance, cybersecurity, and privacy. Ranked by Chambers and Partners as a leading eDiscovery/Information Governance lawyer in the U.S., Andrea frequently speaks on cutting-edge technology issues. She served on the Steering Committee for the Sedona Conference's Working Group One and leads Brainstorming Groups on topics like data breach liability and the impact of social media on discovery obligations. Andrea advises clients on state and federal eDiscovery rules, data disposal, and regulatory notification for data security incidents.Guest LinkedInAndrea D'AmbraKey TakeawaysAndrea emphasizes how tools like ChatGPT can help craft messages with the appropriate tone, especially for difficult or interpersonal communications. This can increase efficiency and effectiveness in professional interactions.Andrea discusses the significance of taking ownership of tasks and ensuring that everyone on the team feels included and responsible. This approach is crucial for meeting deadlines and achieving successful outcomes, particularly in high-pressure environments.The episode highlights both the potential and the current limitations of generative AI in legal practice. While AI can assist with tasks like summarizing documents and generating content, it still requires human oversight to ensure accuracy and relevance.Andrea and the hosts discuss how technology, including AI, can help bridge the gap between complex systems and everyday use. They also note that human behavior must adapt to leverage these technologies effectively, such as by improving prompt engineering and clearly defining action items in meetings.

Guest NotesDrew Northern is involved in the compliance department at Cook Group and Cook Medical, focusing on leveraging AI to improve compliance processes and mitigate risks.Guest LinkedInDrew Northern | LinkedInKey TakeawaysRoutine Tasks Automation: Drew emphasizes that generative AI can significantly benefit compliance professionals by automating routine, mundane tasks such as data entry, basic data analysis, investigations, transactional reviews, auditing, contract management, and due diligence.Risk Mitigation: He highlights the importance of understanding the limitations and risks associated with AI, especially when working with third parties. This includes ensuring security, privacy, and the accuracy of AI outputs.Governance Structure: Drew advocates for establishing a governance structure to oversee AI usage. This structure should not stifle creativity but ensure that AI is used responsibly and effectively.Training and Gamification: He sees potential in using AI for training purposes, such as individualizing training content and gamifying training processes to improve engagement and efficacy.Continuous Improvement: Drew stresses the importance of a continuous improvement mindset, encouraging professionals to stay curious and open to new ways of leveraging AI in compliance and ethics.Industry Expectations: He notes that governments globally are setting expectations for what constitutes a reasonable ethics compliance program. Meeting these expectations is crucial to avoid falling short and facing penalties.ConclusionDrew Northern's insights underscore the transformative potential of generative AI in compliance, from automating routine tasks to enhancing training and maintaining robust governance structures. His emphasis on continuous improvement and staying abreast of industry expectations provides a roadmap for leveraging AI responsibly in the compliance sector.

Guests’ Notes Nat Edmonds is a partner at Paul Hastings with over 20 years of experience in white-collar investigations, specializing in international corruption and the FCPA. A former DOJ attorney, he has led major fraud and corruption cases, fostering global enforcement partnerships. He emphasizes robust compliance programs and the role of technology in investigations, sharing insights at conferences and panels on anti-corruption strategies. Pei Li Wong is a forensics principal at BDO USA, specializing in cross-border forensics work with a focus on the FCPA and international compliance. Based in New York, she leads global forensic investigations leveraging her professional experience in Asia. Pei Li emphasizes the importance of understanding local cultures and legal environments, and she frequently shares insights on managing complex regulatory challenges at international conferences. Guests’ LinkedIn Nat Edmonds | LinkedIn Pei Li Wong | LinkedIn Key Takeaways FCPA Focus: Covers the Foreign Corrupt Practices Act (FCPA), its significance, and the necessity for U.S. companies to understand it when operating internationally. Global Enforcement: Highlights the growth of international cooperation in FCPA enforcement and the multi-jurisdictional nature of investigations. Cross-Border Challenges: discusses the complexities of investigations across different jurisdictions and the need for a skilled team. Technology in Investigations: Explores how e-discovery and AI are enhancing the efficiency of FCPA investigations by managing large data volumes. Ephemeral Communication: Addresses the challenges posed by ephemeral messaging apps in legal investigations. DOJ Whistleblower Program: Discusses the potential impact of the DOJ's new whistleblower pilot program on FCPA enforcement. Legal and Technological Integration: Successful investigations require collaboration between legal, forensic, and technological teams to ensure credible and comprehensive outcomes. Generative AI Caution: The DOJ has cautioned companies on the use of AI, emphasizing the need for credible technological partners to avoid misleading results Upcoming Conference: Mentions the ACI FCPA Conference in Washington, DC happening December 4-5, 2024, where Pei Li and other investigative executives and professionals will discuss FCPA compliance challenges in China on a panel. Register for the ACI FCPA Conference now.