A focused set of engagements for law firm leadership, from a single firm-wide workshop to ongoing training, governance, speaking, and hands-on support on a live matter. Start where the leverage is greatest.
The Art of the Possible
The Art of the Possible is a 2.5-hour, firm-wide workshop built for leadership and the practice groups that follow them. It moves a room from scattered curiosity to a shared view of where AI creates real leverage, on your actual work, not vendor demos.
Custom training and office hours
A combination of role-specific training and ongoing office hours for firms that want durable, supported AI capability rather than a one-time event. I meet your team on their actual matters and stay available as questions and tools evolve.
Clear guardrails, policies, and rollout
I help firms develop the guardrails that make AI use defensible: a written usage policy, an approved-use and data-handling framework, human-review steps, and the implementation guidance to put it all into practice across the firm.
Keynotes and CLE for firms and associations
Steve speaks frequently at CLE programs, bar associations, and firm and association events. Sessions are practical and demo-driven: live AI applied to legal work, with frameworks the room can put to use immediately.
AI-leveraged support on complex matters
Matter-specific support that brings the most advanced AI tools to bear on complex cases. I embed with your team to process documents, build timelines, and organize exhibits, then deliver human-reviewed work product aligned to your strategy.
That's the first call
Twenty minutes. Tell me how your firm works today, and I'll tell you which of these five fits, and which can wait.
Yes, but only with the right tools, settings, policies, and training. Firms should avoid casual use of free consumer tools for client information and instead define which AI platforms are approved, what information can be used, and when additional review is required.
The business and enterprise versions of leading AI tools are very different from someone using a personal account on the open internet. With the right configuration and firm rules, these tools can often be used responsibly for many internal and client-service tasks.
Sometimes, but not always. Purpose-built legal tools can be valuable for legal research, document review, and practice-specific workflows, while general AI tools can be extremely useful for drafting, analysis, client communication, operations, training, and day-to-day productivity.
Copilot can be useful because it connects directly to Microsoft 365, including Outlook, Word, Teams, and SharePoint. But Copilot is not a complete AI strategy by itself; firms still need governance, training, approved use cases, and a clear understanding of what Copilot does well and where other tools may be better.
A good AI policy should answer practical questions: which tools are approved, what information can be entered, who reviews the output, and which uses are prohibited. The goal is not to scare people away from AI, but to give lawyers and staff clear rules they can actually follow.
Start with low-risk, high-value work: summarizing internal materials, improving first drafts, preparing meeting notes, brainstorming arguments, creating checklists, and helping with administrative tasks. Firms do not need to transform everything at once; the best starting point is controlled, practical adoption.
Yes. AI can be extremely useful, but it can also be wrong, incomplete, or too confident, which is why lawyers must treat it as an assistant rather than an authority. The right workflow keeps human judgment, legal expertise, and final review firmly in place.
The answer is not just a policy document. Firms need approved tools, simple rules, short training, examples of acceptable use, and a clear process for questions so people are not forced to guess.
AI is much more likely to change how legal work gets done than to replace the judgment of experienced lawyers. The firms that benefit most will use AI to reduce friction, improve quality, accelerate routine work, and let lawyers spend more time on strategy, judgment, and client relationships.
AI should be measured by practical results: time saved, quality improved, faster turnaround, better client communication, and fewer low-value manual tasks. The right question is not "Should we use AI?" but "Where can we use it safely, repeatedly, and profitably?"
Let's talk
A 20-minute call. I'll show you where your firm is on the curve, which workflows are worth prioritizing, and the right way in.