On a beautifully sunny and cool NYC November morning, Chicago-based Sidley Austin Chief Marketing Officer Erin Baxendale moderated the LMANE NYC General Counsel panel featuring Avita Delerme, General Counsel at The Channel Company; Melissa Schoffer Farber, VP and General Counsel at BroadwayHD; Cara Ciuffani, former General Counsel at Veho and Equinox; and Jonathan E. Goldin, Chief Legal Officer at Pearl Health.
Baxendale opened by asking: "What is one shift inside business or legal impacting how you and your teams are working today?"
One panelist shared that CEOs and private equity owners are increasingly asking how legal teams are using AI to manage costs. That panelist noted being in constant communication with outside law firms on this topic.
Another panelist explored how legal departments and law firms can think and operate more cross-functionally as business partners.
A third panelist said one of the biggest shifts is the pressure to "do more with less." Economic trends and AI are putting pressure on companies, which raises questions about whether AI can replace certain categories of labor—especially at younger companies where cost control is critical.
Another panelist observed that a broader "move to value" is emerging across industries. This includes an expectation that law firms will focus on quality of outcomes rather than output, supported by appropriate use of technology.
Baxendale then conducted an audience poll. An estimated three-quarters of attendees indicated their firms have a written AI policy.
In response to, "Have you started addressing AI in pricing and usage in your RFPs and billings?" approximately one-half answered yes.
To the question, "Is client satisfaction and billing, including client interviews, part of the business development department's role?" about one-quarter of attendees said it is.
Moderator Q: What can you share about current thinking on associate billings?
One panelist noted the need to develop attorneys while recognizing increased scrutiny around paying for junior-level work. AI can now perform tasks previously handled by first- or second-year lawyers, and with shorter attorney tenures, in-house teams must balance business needs with development. "I don't want to pay for training," the panelist said, "but I will pay for senior lawyers' expertise."
Another panelist emphasized efficiency and transparency, saying matters run smoothly when billing expectations are set early and tracked in real time.
A third panelist underscored the importance of law firms proactively sharing their AI policies. "Just because it's there doesn't mean we know it's there." This panelist said they would welcome firms offering briefings on how they use AI, noting it increases the likelihood of engagement.
Another panelist described a robust vendor selection and onboarding process—rarely applied to law firms but likely to become more common. Engagement letters may soon include AI-related terms. This panelist also noted that upfront project fees can sometimes accommodate associate training time.
The conversation returned to predictability. One panelist stressed that in-house counsel are immediately questioned when matters exceed budget. Project-based billing requires firms to share risk, which can be uncomfortable but ultimately aligns interests.
Moderator Q: If law firms are vendors but also strategic partners, how do you think about value beyond a "win"?
One panelist said that past relationships form the foundation of trust, supplemented by peer recommendations.
Another highlighted industry expertise and communication, noting that familiarity with the business allows counsel to provide faster, more tailored answers. “Quick responses to my SOS make me look good,” the panelist said.
A third panelist emphasized trust, business-mindedness and practical risk assessment: "Of all the parade of horribles, what is the chance of it happening, and what is the cost?" They want firms to alert them early when issues require attention.
Another panelist stressed the importance of prioritization and the value of receiving an “80 percent answer” quickly. "Someone who wants to put 20 people on something is not the lawyer for me," the panelist noted.
Moderator Q: Regarding AI, what does it look like in practical terms? What makes it credible vs. buzzword-heavy?
Panelists cited examples such as using AI for research, playbooks, memos, contract reviews and summarizations.
Moderator Q: How is the AI conversation happening?
One panelist is proactively initiating conversations on guardrails but wishes law firms would take the lead. "Something is better than nothing," the panelist said, emphasizing the need to answer to internal stakeholders about vendor use of AI.
Another panelist raised concerns about law firms inputting sensitive business information into AI tools without proper controls. "There better be a conversation," the panelist said.
Another panelist identified two priorities: information security and billing transparency. If AI shortens tasks dramatically—from 16 hours to 2 hours—they expect to see that reflected in invoices.
One panelist said they are still evaluating.
Moderator Q: Are law firms showing you any new or unusual ways they are using AI?
Panelists generally said no. One noted being able to use AI independently to obtain quick, preliminary information in the time it takes to call outside counsel.
Another said they would welcome firms building internal AI systems based on proprietary institutional knowledge, which would create meaningful client value.
Moderator Q: How are your companies using AI now?
Panelists described drafting guidelines, building internal agents, addressing license allocation and exploring legal-specific AI tools that could potentially be shared with outside counsel.
One panelist cautioned that much of AI is "gimmicky and nonsense" unless it meaningfully leverages a law firm's unique data. Industry-specific tools built on deep data sets were cited as especially valuable.
Audience Q: Have any of you had a law firm break through with something they're doing? What was it?
One panelist said personalized industry primers—shared when a client enters a new space—would definitely “get your foot in the door.” Introductions to other partners for potential conflicts or issues are also welcome.
Another panelist said they would appreciate someone reviewing their website for red flags and offering to discuss them over coffee.
Another said any outreach offering insight into what they should watch for would immediately catch their interest.
Moderator Q: What tools are you using?
Panelists mentioned widely used AI tools as well as more specialized platforms designed for highly targeted searches. Law firms with deep industry expertise may have invested in similar tools, which can provide substantial value.
Moderator Q: What is your view on succession planning and getting to know the team at the law firm?
One panelist raised concerns about turnover and the loss of institutional knowledge. Showing depth and continuity within the firm helps build confidence.
Audience Q: What does AI literacy mean for clients and law firms?
Panelists noted that AI literacy comes down to communication. AI is highly useful for first- and second-year-level tasks, but only if implemented responsibly. Clients want to differentiate AI substance from AI hype and recognize that while humans are safe, the traditional law firm model may not be.
Audience Q: How can lawyers engage more effectively in relationship building?
One panelist said attending client events and learning the business is far more meaningful than offering tickets. Understanding the work earns trust.
Another said attending conferences together—locally and internationally—helped build a strong professional and personal relationship.
Another emphasized the importance of reading client preferences: some enjoy social outings; others prefer substance-driven interactions.
Another cited CLEs, industry networking events and sessions involving multiple partners as particularly helpful—characterizing the latter as "a free legal hour."
Another panelist added that lawyers should bring clients together more frequently to foster peer relationships.
Moderator Q: Closing lightning round — one piece of advice from your experience as a GC?
- Quick responses. Don't let perfect be the enemy of the good.
- Know your audience and speak in business terms, not purely legal ones.
- Don't just give the legal answer; give the business perspective and the next step.
- Be a businessperson and take risks. Explore AFAs. Deliver faster updates.