Allan Thygesen

So things like,

You could imagine an automated negotiation of an NDA.

I don't think that's super futuristic.

I think that's mostly possible with tech today.

And since there's not that much risk in most cases, I think we'll see some of that.

And you can imagine sort of agent type onboarding of new vendors and new clients.

But I think that's not really, I think, why people retain law firms.

Yes, they do do some of that work today.

And so some of that work will go away.

But the reality is that legal is one of the most under-resourced functions in any company.

I mean, it's one of the reasons why everybody always complains that legal is a bottleneck, right?

So there's so much headroom, I think, to take those repetitive but manual tasks and automate them.

So I think on the...

more complex judgment where there's meaningful amount of risk involved.

Sure, the AI will do a lot of pre-processing and will serve it up to humans, but you'll still have human review for an extended period of time, in my opinion.

Now, I think it's very scary to try to forecast what's happening in 12 years.

That was your time, Craig?

You know, we had that discussion because, you know, we went through a significant rebranding exercise holistically, not just about the name, but about our look and feel and what we were trying to communicate about the brand when we were getting ready to launch intelligent management.

And I said to the team, look, I was willing to consider anything but changing the name.

Look, if you've got a name like ours that's instantly recognizable and has very positive, generally, affinity, I think the bar is incredibly high to mess with that.