I once again have to thank The New York Times for introducing me to a new concept. Sarah Kessler wrote about the rise of “legal engineering” – for which, it turns out, one doesn’t have to be either a lawyer or an engineer.
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| You're going to need your version of a "legal engineer" Credit: Microsoft Designer |
Their role is to help integrate A.I. into the practice of law, whether at law firms or companies. That sure sounds like a prudent, if possibly belated, idea – and one suspects we’re going to see such “engineers” in other fields. I certainly hope that healthcare is one of them, sooner rather than later.
Irene Liu,
the executive director of the A.I. initiative at Stanford Law School, explained
the job to Ms. Kessler thusly: “If you were to just put it into an equation,
it’s law plus technology plus business process.” That Venn diagram gets
pretty small very quickly.
Mary
O’Carroll, the C.E.O. of LegalEng Consulting Group, also explained the role to
Ms. Kessler: “You don’t necessarily need a giant pyramid of lawyers anymore. People
who have this kind of skill set don’t have to have a J.D., and they don’t have
to be software engineers, but there’s business process re-engineering, or this
M.B.A. type skill, that I think is really necessary.”
Ms.
Kessler notes that they are sometimes referred to as “knowledge and innovation
counsels,” “innovation attorneys,” or “legal applications engineers,” which may
illustrate that the role is both new and evolving.
If you’re
considering why this role is important, note that the 2026 Legal Industry Report from 8am™ found that
69% of legal professionals report personally using Generative AI (GenAI) tools
such as ChatGPT, Gemini, or Claude for work-related purposes, up from 31% a
year earlier.
Ms. Liu’s Law AI Initiative joined Stanford
Law School’s Executive
Education to launch the Stanford
Legal Engineering Academy in September, a two-week residential program for
intensive training in AI strategy, implementation, governance, and
organizational transformation, starting in the summer of 2027. Adam Sterling,
associate dean of executive education and strategic partnerships, said
the program was “designed to prepare participants to act as chief AI leaders
within their organizations, whether or not they hold that formal title.”
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| Credit: Stanford University |
Howard
Glazer, a longtime partner at Ropes & Gray who became its head of practice
A.I. about a year ago, told Ms. Kessler: “In the old days, there was technology
and there was law. And as long as my email worked, I didn’t have to talk to
people who dealt with the technology. But now we actually provide our service
and provide our product using the tools.” More to the pont, he added: “‘Legal
engineer’ kind of makes it sound like someone made it up. But it’s not. It’s a
role which the current environment just screams for.”
Legal tech
firm Legora
, which describes itself as “the agentic operating system for legal work,
supporting lawyers in research, review, and drafting across complex matters,”
claims to have some 200 legal engineers. “We’re hiring hundreds, and
competitors are hiring them, and our clients are hiring them,” David Himmel, Legora’s
head of legal engineering for North America, told Ms. Kessler. “It’s a true
profession.”
She
reports that legal AI firm Harvey, which
describes itself as “the operating system for legal and professional services,”
has similarly grown its team of legal engineers to over 200.
Legora profiled
Ricardo Anaya, whom it described as its founding legal engineer for the U.S. He
recalled: "By the time I came to Legora, I'd been the lawyer, been the
client, and worked on the product side. That's basically the job description
for a legal engineer, though nobody called it that yet."
Mr. Anaya
has found that there is often a gap between introducing an AI tool and its use.
“The gap wasn't knowledge," he said. "It was that we were teaching
the tool, not their work…Most adoption problems are diagnosis problems, and
diagnosis doesn't happen over video. That’s why we go to them. Meeting lawyers
where they are is a critical part of the job."
If your
industry has complicated workflows, you’re going to use AI. If it has lots of
arcane knowledge, you’re going to use AI. And, of course, if people in it care
about making money, you’re going to use AI. If your industry doesn’t yet have
its version of a legal engineer to help master this transition, it will.
Two years
ago I wrote
about the need for more engineers in healthcare, noting that most people who present
themselves as “healthcare engineers” are focused on designing, building, and
operating healthcare facilities, although some felt it was (or should be) “involved
in all aspects of the prevention, diagnosis, treatment, and management of
illness, as well as the preservation and improvement of physical and mental
health and well-being, through the services offered to humans by the medical
and allied health professions.”
If they
were doing all that, healthcare wouldn’t be quite the mess it is today, with
all parties seeing the system as dysfunctional. Healthcare needs its version of
legal engineers – perhaps clinicians, perhaps not, but certainly people who
understand how clinicians practice, how the system “works,” and enough about AI
to see where and how it can add value.
Again,
that Venn diagram gets small quickly.
I’d note
that the American Medical Association (AMA) has launched the AMA
Center for Digital Health and AI, and named
the well-respected Jennifer Goldsack to head it up. Still, it is under the AMA’s
umbrella, and its own description says it “educates and supports physicians,
and gives them a voice in how technology is used to enhance the patient and
clinician experience,” so if we’re looking for radical system reforms or even
putting patients first, we may need to look elsewhere.
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| Credit: American Medical Association |
We need
legal engineers and their equivalents now to help us transition to the AI
world, but we’re going to get to the point when AI is so baked into everything
that we won’t have distinct roles like them.
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