16-17 June 2027 – London, InterContinental O2 | Magazine

LegalTech Diaries Volume 17

Mel Kang

CEO
Silks

LegalTech Diaries Volume 17

Mel Kang

CEO
Silks

You spent years as a solicitor and then a partner at gunnercooke before founding Mezzle, then Orange7, and now Silks – building a track record across law firm ownership, fee-share models and legal AI. What was the moment you first thought, “it’s not the law that’s broken here, it’s the business behind it”?

That realisation didn’t happen overnight. It came after countless conversations with law firm owners and partners across the UK. Regardless of the firm’s use, I kept hearing the same frustrations.

The legal profession has traditionally been slow to adopt change. Even technologies that have been around for years were only just beginning to gain traction. Take DocuSign for example. It’s not AI or some cutting-edge innovation- it’s been around for well over 15 years. Yet many firms were only starting to adapt it in 2025 or 2026. That made it clear to me that the problem wasn’t the quality of legal advice – it was the way legal businesses operated.


I realised the biggest opportunity wasn’t to change the law. It was to modernise the infrastructure around it. That’s what ultimately led to Silks.

Silks originated from a powerful insight: that firms risk losing clients in the first 40 hours, not to competitors, but through their own onboarding experience. As you moved from that insight to a fully deployed product that supports live client engagements, which milestone stands out as the one you’re most proud of?

The milestone I’m most proud of was proving that we could reduce client onboarding from days to just a matter of hours.


Instead of asking clients to wait several days before receiving legal advice, we were able to complete onboarding quickly and begin delivering value almost immediately.


That wasn’t just an operational improvement – it fundamentally changed the client experience. It demonstrated that legal services don’t have to be slow or burdened by unnecessary administration. They can be efficient, responsive, and genuinely client – focused.

You’ve pointed out the gap between belief and action in the market, that most legal professionals think AI will transform law within five years, but only a fraction of firms actually have a strategy for it. Where do you think that gap is most dangerous for mid-market firms specifically?

The greatest risk for mid-market firms is treating AI as something they can afford to postpone.


AI is no longer an emerging technology – it’s becoming the foundation of how modern legal services will be delivered. Firms that embrace it will increase productivity, improve client service, and compete for higher-value work. Those that don’t will find themselves competing against firms that are faster, more efficient, and better equipped to meet evolving client expectations.


This isn’t about replacing lawyers. It’s about enabling them to work smarter. The firms that recognise that today will be the ones leading the legal market tomorrow.

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