
Absolutely. What took a decade, or even 15 years, to happen with the cloud is happening in a year or two with AI, which makes that head start even more valuable.
The first advantage is the foundation: 18 years spent building what I call the operating system for legal, the system your business processes run on, where your documents live, where every client email exchange lives. Plug AI into that, and you get context.
Context is the single biggest superpower you can give AI. Context engineering, designing the context you feed it, is what unlocks that power. Point solutions in the market can be amazing at one task, but they don’t know your documents, your emails, or your history with a specific client. Our AI can draw on all of that.
There’s an excitement I feel personally, more than fear, and I know the whole organisation feels it too. We’re at the knee of this exponential curve. This technology is driving transformation in the legal profession, and at the same time, transformation at every company that services the legal profession, including companies like
Clio, where every role here is being reshaped by it. There’s a pace of change unlike anything I’ve experienced, even in the cloud transformation. And as disruptive as that was, AI feels like it’s been raised to an exponent in the pace and amplitude of change it’s driving.
There’s a lump of labor fallacy a lot of people fall into: the idea that there’s a fixed amount of work, and if AI does more of it, lawyers get less. But look at what happened when the spreadsheet arrived in the 1970s. An accountant used to do the work of a single cell in a spreadsheet; a whole floor of accountants did the work of one large spreadsheet, and all of that got automated to a click. Yet there are more accountants today than there were then, and they’re making more money, because they moved up the value chain. I expect the same with lawyers: dramatic amounts of work will be automated, but that won’t reduce demand. It will increase it.
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