The Running Legal Like a Business event revealed a legal industry in transition, one where technology, process discipline, and people skills matter as much as black-letter law. Our Paragon team came away with insights that show how in-house functions are sharpening their focus on impact, not just activity.
This year, we’re also excited to share the perspective of one of our attorney team members, Helen Yapura-Weiler, who attended RLLB and offered a firsthand view of how AI, metrics, and leadership are reshaping the in-house experience.
From contract review to cost reduction, AI isn’t theoretical anymore. In-house teams are using it every day.
“It’s no longer novel for GCs and senior attorneys to embrace tech. The expectation now is that they’ll lead the charge on integrating AI into the practice of law,” said Helen Yapura-Weiler, Attorney on Paragon’s Corporate Team.
Attendees discussed how AI is cutting outside counsel fees, shortening turnaround times, and even improving risk management.
“AI won’t eliminate lawyers, but it will divide the profession: those who embrace it to increase productivity, and those who remain overwhelmed by day-to-day demands,” Helen added.
Another strong theme was how AI and LLMs are filling technology gaps. LegalOps leaders showed overwhelming interest in leveraging ChatGPT and other LLM tools (Gemini, NotebookLM, custom GPTs) to bridge shortcomings in existing CLM and legal tech platforms,” said Reza Mansouri, Business Development Manager at Paragon.
He pointed to examples like Exos’ small team, which used advanced prompting to analyze NDAs, insurance policies, and contracts—proof that impactful solutions don’t always require massive vendor investments.
AI and LLMs were front and center, but speakers stressed that tech must be built on solid workflows.
“Compared to last year, there’s a stronger emphasis on process before tools,” said Reza Mansouri, Business Development Manager at Paragon. “Leaders are mapping workflows, diagnosing bottlenecks, then layering in tech as an enabler.”
The winning teams were the ones doing more with less, deploying lightweight tools and advanced prompting without massive budgets.
Legal Ops leaders are no longer tolerating opaque billing or outdated practices.
“They’re moving away from block billing and demanding pre-approvals,” said Easton McFerren, Business Development Manager at Paragon. “Some are even refusing payment if guidelines aren’t followed. It’s a shift from relationships to results.”
Easton also pointed out that firms ignoring these changes risk losing business:
“Outside counsel who can’t adapt to new expectations will quickly be replaced. Clients are prioritizing firms that align with their business goals and deliver measurable value.”
The focus: transparency, alignment with business needs, and measurable value.
A powerful shift emerged in how legal talks about metrics.
“The conversation has moved beyond justifying legal’s existence as a cost center. Now it’s about proving cost savings, showing impact, and tying outcomes to reduced risk,” said Helen.
By reframing reporting, legal is earning a seat at the business table.
Technology and savings alone won’t elevate legal. Influence matters.
“Legal teams are doubling down on relationship-building to position themselves as stronger business partners,” said Reza.
Cami Banea, Client Development Manager at Paragon, echoed this:
“One takeaway that stuck with me is that legal should strive to be the ‘Yes, and’ function. That’s how you shift from the department of no to the department of collaboration.”
Brian Bell, Business Development Manager at Paragon, emphasized:
“What stood out is how much legal is investing in communication and persuasion. It’s about showing—not just telling—the business that legal accelerates outcomes.”
Brian also noted the broader industry energy:
“There’s a real openness in this community—leaders are sharing playbooks, challenges, and wins. It shows how committed they are to raising the bar for legal as a whole.”
As tech evolves, collaboration is becoming essential. As tech evolves, collaboration is becoming essential. Too many pilots fail not because the technology is wrong, but because teams don’t have the right expertise to implement it effectively.
Reza noted:
“Buyers often underestimate how critical it is to have SMEs who actually know the tools inside and out. Without that, even the best technology can stall.”
That’s why partnerships matter. Successful teams aren’t just buying software; they’re pairing it with the right people who can help configure, train, and embed the tool into daily workflows.
“We often hear that companies don’t just need the right tools—they need help putting those tools into practice,” said Cami. “That’s where partnerships between staffing and implementation experts will be powerful.”
Consolidation is coming, roadmaps are evolving, and history is being written.
“Don’t wait for the dust to settle. Start experimenting with AI now—because the lawyers who do will shape the future,” said Helen.
From AI to outside counsel to soft skills, the message was clear: legal teams are moving beyond activity metrics and point solutions to focus on what really drives business impact.
As Reza summed it up: “This isn’t about chasing shiny objects. It’s about process, communication, and smart technology working together to make legal a true business partner.”
Employee Portal
Apply