TALKING

What motivates you the most when you see the impact the GenAI-Centric Law Firm Model has had so far?

When I started building this framework, my goal was to help firms see GenAI not as a standalone tool, but as a core component of business strategy. Watching it gain traction worldwide so quickly shows just how thirsty the market was for clear, strategic guidance. What motivates me isn’ t just the number of downloads or countries reached – it’ s the quality of the conversations the framework is sparking. It’ s not an endpoint – it’ s a catalyst for a new way of thinking about the legal profession.

Some lawyers worry that GenAI could lead to the commoditization of legal work. Is that a real risk?

This is a common concern – and frankly, a major misunderstanding of AI’ s true role in law. Let’ s be honest: if your work can be entirely replaced by an AI model, the issue isn’ t the technology – it’ s the lack of differentiated value in what you offer. Law has never been just about retrieving information. It’ s about strategy, judgment and navigating complex scenarios.

GenAI doesn’ t cheapen legal work – it highlights the gap between those who merely repeat patterns and those who create value. Smart firms are using AI to increase efficiency and sharpen their competitive edge. Others are clinging to the idea that ignoring this shift will somehow protect them. It won’ t. Technology doesn’ t devalue the profession – but it will expose those stuck in outdated ways of working.

You’ ve been speaking with law firms around the world about AI adoption. What’ s been harder – the tech implementation or the mindset shift?

Without question, the mindset shift. Implementing technology is easy. Changing how people think and work? That’ s the real challenge. The irony is that many firms say they want innovation – but when it’ s in front of them, they try to squeeze it into decades-old structures.

GenAI doesn’ t just require a tech update – it demands a cultural one. And you can’ t treat that as an isolated IT project. Firms that treat innovation as a strategic initiative, not just a tech upgrade, will gain a true competitive advantage. Those that don’ t … well, they’ ll be asking themselves where they went wrong in a few years.

Some experts say GenAI could lead to a tech monopoly in legal, where only big firms have access to the best tools. Is that a valid concern or just fear?

That fear is based on the wrong premise – that GenAI is elitist tech, available only to big players. In fact, the opposite is happening. In the past, only large firms could afford research teams, risk analysts and complex automation. Today, a solo practitioner can use GenAI to compete head-to-head, gaining access to insights and automation that were once out of reach.

Here’ s the real shift: large firms aren’ t just competing with each other anymore – they’ re facing a new wave of players. Highly specialized boutiques, legal consultancies, even solo professionals are entering the game with efficiency and speed. AI isn’ t creating monopolies – it’ s redistributing power and creating new opportunities for those who know how to leverage it.

The real divide isn’ t between large and small firms – it’ s between those who understand technology and those stuck in legacy thinking. The legal market is evolving and GenAI is giving new entrants the tools to challenge once-untouchable structures. The game is wide open – and yesterday’ s winners aren’ t guaranteed to stay on top.

If you had to give just one piece of advice to lawyers and firms who haven’ t started their journey with GenAI, what would it be?

Don’ t wait for the wave to pass – because it won’ t. It’ s only going to get bigger. Waiting to“ see what happens” isn’ t a strategy – it’ s a risk. The firms experimenting with GenAI today will be the ones shaping the future of the legal profession. Those standing still will be scrambling for survival guides a few years from now.

I’ ve seen firms spend millions on AI but still rely on Excel to consolidate strategic data. Others deploy cuttingedge tools but layer on so many internal restrictions that no one wants to use them. Much of the resistance stems from fear of losing control – and in a profession where tradition runs deep, that fear is amplified.

This transformation won’ t be led by those who resist change – it’ ll be led by those who know how to drive it with intent. The question is no longer whether GenAI will impact your profession – it’ s what role you want to play in that shift: will you lead it or watch it from the sidelines? p

34 INTELLIGENTCIO LATAM www. intelligentcio. com