AI at a law firm: team reporting under control

The challenge

The firm serves 50 clients on a retainer basis. Information about the time spent on their matters is needed to control the scope of work done, to bill and to maintain service quality.

The problem was that most employees did not consistently report all the hours they worked. The data was incomplete, some information was lost, and management did not have a current enough picture.

So the problem was not only about tidy reports. It also affected revenue control, client service quality and the ability to run the firm efficiently.

Without complete data it was hard to spot:

• work going beyond the agreed scope
• situations requiring additional invoicing
• clients with no activity for a longer period
• matters needing contact or closer attention from the team

What we changed

As part of running the AI area on an ongoing basis, we tidied up how data about the team’s work is collected and used.

Reports that an employee used to download by hand are now retrieved automatically every day, even without a standard integration with the system in use. The stored data feeds further monitoring of hour limits, team activity and client service.

A coherent monitoring process now reminds employees about missing information and gives managers a current picture of service delivery for retainer clients.

Instead of analysing scattered and incomplete data, management receives information pointing to situations that need attention. The solution supports decisions but does not take them over. Contacting a client, additional invoicing or changing how a matter is handled is still decided by the responsible people in the firm.

Results

Before the change, incomplete hour reporting affected most of the 20-person team. Today regular gaps affect 1–2 people.

The data stopped being merely a record of work done. It became a tool supporting billing, client service and team management.

The firm gained:

• detection of overruns beyond the agreed scope of services
• identification of extra work that needs invoicing
• visibility of clients where activity is lacking
• the ability to contact clients and improve service quality
• day-to-day oversight of operations

The External AI Director’s role

The firm did not need another demonstration of tools or a single automation. It needed someone who would understand how it works, connect technology with the team’s daily work and take responsibility for carrying the change into practical use.

The External AI Director’s role covered recognising the problem, designing the solution, implementing it in the firm and making sure employees actually use the new way of working.

The engagement does not end when one solution goes live. Working processes are developed further, and the next areas are chosen based on the real needs of employees and management.