Artificial intelligence is no longer a future consideration for professional services firms – it’s becoming part of day-to-day operations.

But while many organisations are experimenting with tools like ChatGPT and Copilot, few have moved beyond isolated use cases and started embedding AI into their business processes in a structured way.

As part of our ‘Professional Services Labs’ series, I recently sat down with Beth Potts from Harrison Drury Solicitors to discuss the firm’s adoption of August, an AI-powered workflow platform designed specifically for legal services. 

We explored why the firm decided to invest in AI, how the rollout is progressing, and what advice Beth would give to other firms considering a similar journey.

Why Harrison Drury Decided to Operationalise AI

Like many law firms, Harrison Drury recognised that some of its most talented people were spending significant amounts of time on repetitive, process-driven tasks.

Document analysis, due diligence reviews, and administrative work were consuming valuable fee-earner time that could be better spent on legal expertise, strategic thinking, and client relationships.

Over the last 18 months, the firm’s leadership team began viewing AI not simply as another piece of technology, but as a force that could fundamentally reshape the way work gets done.

“We realised this wasn’t just about having access to AI tools,” Beth explained. “It was about operationalising AI and using it to improve the working environment for our people while delivering a better service to clients.”

Rather than waiting to see how the market evolved, the firm decided to take a proactive approach and identify where AI could create meaningful efficiencies across the business.

Why Workflow-Based AI Beat Generic AI Tools

One of the most interesting aspects of Harrison Drury’s approach was its decision to focus on workflow-based AI rather than relying solely on generic AI tools.

While platforms such as ChatGPT and Microsoft Copilot can be incredibly useful, the firm recognised that legal services require consistency, security, and repeatable processes.

Different practice areas operate differently. 

The needs of a corporate law team are very different from those of a private client department, meaning a one-size-fits-all AI solution was unlikely to deliver the required outcomes.

After trialling multiple providers, Harrison Drury selected August because it offered the flexibility to build bespoke workflows that could be tailored to specific teams and service lines.

This approach allows AI to become embedded within existing processes rather than sitting alongside them as a standalone tool.

Early Results: Faster and More Consistent Outputs

The firm’s initial pilot focused on its corporate and commercial teams, where AI-assisted workflows were introduced to support contract due diligence and document review.

The early results have been encouraging.

According to Beth, the system quickly learns preferred tone, formatting, and review criteria, helping teams produce more consistent outputs while significantly reducing the time spent on first-pass analysis.

Importantly, every output is still reviewed by a qualified professional before being shared with a client.

This isn’t about replacing legal expertise – it’s about removing administrative friction so lawyers can focus on delivering higher-value advice.

AI Doesn’t Replace Professional Judgement

A recurring theme throughout our discussion was the importance of human oversight.

While AI can accelerate certain tasks, Harrison Drury is clear that legal advice remains firmly human-led.

Relationships, professional judgement, regulatory responsibilities, and strategic thinking cannot be outsourced to an algorithm.

Beth highlighted one of the biggest misconceptions surrounding AI: the belief that it can simply be left to complete work independently.

She referenced widely reported cases in other firms where lawyers have relied on AI-generated legal citations that turned out to be entirely fictitious – demonstrating why governance, training, and review processes are essential.

At Harrison Drury, AI is viewed as an assistant rather than a replacement.

Every output is checked by a legal professional, ensuring quality and compliance remain intact.

Building Internal Buy-In

Technology projects often fail because they are imposed on teams rather than adopted by them.

To avoid this, Harrison Drury involved employees throughout the evaluation and pilot stages.

Rather than selecting a tool and mandating its use, the firm invited teams to trial different solutions, provide feedback, and help shape the final decision.

This approach proved particularly valuable when engaging colleagues who were naturally more cautious about AI adoption.

By giving people the opportunity to experience the technology firsthand, concerns could be addressed early and confidence built organically.

The firm has also invested heavily in training, with staff working directly with the August team to develop workflows and gain certifications through the platform’s internal learning academy.

What Does This Mean for Clients?

Although the rollout is still in its early stages, the expected benefits for clients are clear.

Greater efficiency should lead to faster turnaround times, more consistency, and an improved overall client experience.

However, Harrison Drury is careful to manage expectations.

The use of AI does not mean legal work is being fully automated. 

Instead, it enables solicitors to spend less time on routine tasks and more time focusing on the areas where clients derive the greatest value.

As AI becomes increasingly common in both personal and professional life, Beth believes clients will naturally begin expecting quicker responses and greater efficiency from professional service providers.

Firms that can meet these expectations while maintaining quality will be best positioned for success.

Will Firms Be Left Behind?

When asked whether firms that fail to adopt AI risk falling behind, Beth offered a balanced perspective.

The answer isn’t necessarily to implement AI because competitors are doing so.

Instead, firms should evaluate their own operating models, challenges, and opportunities before deciding whether AI is the right solution.

That said, organisations that ignore technological change entirely may eventually find themselves behind the curve.

The competitive advantage will not come from simply having access to AI tools. It will come from understanding how to integrate them effectively into workflows and service delivery.

Three Pieces of Advice for Firms Starting Their AI Journey

Beth shared three practical recommendations for firms considering a more structured approach to AI adoption:

1. Decide Whether the Timing Is Right

Not every organisation is at the same stage of its digital maturity journey. 

Before investing in AI, firms should assess whether they have the processes, resources, and leadership support required to make it successful.

2. Run Trials and Involve Your People

Successful adoption depends on employee engagement. 

Running pilot programmes allows teams to test solutions, provide feedback, and build confidence before a wider rollout.

3. Invest in Training and Provider Support

AI implementation is not a one-off project. 

Ongoing training, regular reviews, and close collaboration with technology partners are essential for long-term success.

The Future of AI in Professional Services

Looking ahead, Beth believes AI will eventually touch every part of a professional services business – not just client-facing work.

Marketing, finance, HR, operations, and business development teams all stand to benefit from workflow automation and enhanced data analysis capabilities.

The firms that thrive will be those that remain adaptable, continue learning, and focus on applying AI thoughtfully rather than chasing every new tool that enters the market.

For Harrison Drury, the journey is still underway. But their experience offers an important lesson for the wider professional services sector: the real value of AI isn’t found in the technology itself, it’s found in how effectively organisations integrate it into the way they work.