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The role of in-house legal teams has evolved dramatically in recent years; far from merely responding to requests, modern in-house legal leaders are increasingly shaping business strategy, driving innovation and acting as proactive advisors.
The Atlanta Summit, an InView community event, held recently at The Inn at Serenbe, located in the bucolic Atlanta countryside, provided the perfect setting for in-house legal leaders and legal operations professionals to explore the challenges and trends currently shaping the in-house legal profession.
Guided by David Lancelot, CLO and EVP Advocacy at LawVu, who was joined by LawVu CEO Sam Kidd and Ashley Bass, VP Product Marketing at LawVu, the group analyzed ways to help elevate their roles and strengthen the value they and their teams bring to their organizations.
Key insights and takeaways to emerge from the Atlanta Summit were:
The purpose of the two-day event was to enable attendees to step away from their daily grind to pause, reflect and engage in thought-provoking conversations with like-minded people. From insights into data-driven trends to leadership stories, the event proved to be a scintillating melting pot of ideas. “Everyone was able to speak freely, share their wins and challenges, and truly learn from one another,” said David.
The event opened with discussions on the purpose of today’s in-house legal function, challenging the traditional perception of legal departments as cost centers. Participants explored the ways in which legal teams can evolve into proactive business enablers, poised to deliver strategic value. Key questions that steered the dialogue were:
The discussions around these questions emphasized that legal departments are no longer just advisors, but strategic partners capable of driving competitive advantage. This shift was a recurring theme throughout the summit.
“The in-house profession has always been perceived as a cost center within the business, but that’s evolving,” said Erwin Caban, Deputy General Counsel at Howard Hughes. “We’re no longer just a cost center, we’re a value center.”
David challenged attendees, asking, “What is the purpose of the modern in-house legal function”, encouraging them to think beyond the traditional advisor role and view themselves as value creators and innovators.
This concept resonated throughout the sessions, with the emphasis on shifting in-house legal teams from reactive problem solvers to proactive opportunity facilitators.
Sam expanded on this theme, highlighting that forward-looking legal teams must go beyond legal expertise. “The legal function must be embedded into the DNA of the business, using data, self-help tools and innovative technology to proactively solve problems before they arise. This strategic approach allows legal departments to generate measurable value and contribute to business goals.”
Four key themes emerged as areas of focus for modern-day in-house legal leaders:
Barely a conversation occurred where AI wasn’t mentioned. Attendees looked at how it can drive efficiency, automate repetitive tasks and unlock insights from legal data. Yet, while AI adoption is accelerating in areas like marketing and customer service, there was acknowledgment that AI adoption is still in its infancy for many in-house legal departments. Concerns around data security, reliability and integration are delaying widespread adoption.
“Teams are starting to explore AI’s potential, but its consistency in returning accurate and actionable insights remains a challenge,” said Sam. “And while organizations are working out how to leverage AI effectively, its use is not as widespread as we think. Recognizing its potential for immediate efficiency gains, accelerating revenue and data-driven decision-making in legal functions, is a crucial first step.”
What’s clear, however, is that AI is here to stay; it cannot be ignored. In-house legal leaders must rise to the challenges posed by AI and position themselves to leverage it effectively as the technology matures.
Another recurring theme was the need for in-house legal departments to act as business partners rather than isolated advisors, and to make the effort to purposefully connect with their organizations.
Attendees discussed how aligning legal roles with specific business units can foster collaboration, build trust and enhance their department’s impact. They also agreed that putting customers, both internal and external, at the heart of legal – determinedly improving the client experience by treating them as respected and valued customers – is a critical mindset worthy of adopting.
Making a deliberate effort to connect with the broader organization was a key takeaway for many, including impactful actions such as surveying clients to learn how legal is viewed by the enterprise and forming and communicating goals and objectives based on organizational strategy.
While novel AI products garner a lot of attention, many in-house legal functions recognize the untapped potential of their current tech stacks. Discussions revealed a strong push to better utilize existing tools rather than immediately adopt new ones.
“Technology is an enabler, not a silver bullet,” David said. He urged attendees to focus on adoption, training and redefining workflows instead of rushing to adopt new solutions. “Too often, it’s a case of implementing a solution and then leaving it underused. Hopefully, our attendees will return to their workplaces with actionable steps to fully leverage the tools they already have, whether that is by rethinking workflows, engaging with vendors for support, or expanding training for their teams.”
Many participants acknowledged that their busy workloads leave little time to fully utilize the technology and data already at their disposal. Through practical exercises, attendees evaluated any underused tools within their departments and identified actionable steps to maximize ROI from their existing investments.
Laura Dieudonne, Legal Operations and Administration Director at Delta Airlines, said: “Learning about tools I’ve already adopted and how others are leveraging those in a more robust manner has been an eye opener. I can’t wait to get back to work and get started.”
Erwin added: “I look forward to having more time with the tools we have, including their AI features, and to really involving ourselves with our business clients.”
“The ability to leverage technology tools is, for in-house attorneys, going to become valuable very quickly,” said Josh Richey, GC at OneWater Marine. “For so long, there’s only been a couple of contract management systems and there’s been no ability to switch. You were pigeonholed into whatever legal system you had.
“I’m excited about being able to be more efficient, to utilize all the resources that are becoming available. To be able to do more with less – which everyone wants – but also to be more efficient, create a better work product and focus on more strategic initiatives. That’s an opportunity which is now genuinely available.”
Also emphasized was the accelerating evolution of in-house legal leadership. Attendees shared their thoughts on how legal operations leaders and general counsel are increasingly expected to adopt data literacy and operational expertise beyond their legal skill sets.
This merging of roles was seen as essential if legal teams are to drive innovation and handle growing workloads without simply adding more headcount. By diversifying skill sets and leveraging technology, legal leaders can scale their teams’ impact and strategically contribute to their organizations.
With both GCs and legal operations personnel in attendance, the event uniquely highlighted how these two roles complement each other. While legal leaders focus on strategic decision-making, legal operations professionals play a critical role in driving process improvements and implementing scalable systems.
“Operational excellence is no longer optional in legal leadership,” said David. “The integration of legal and operations enables scalable solutions, forward-thinking strategies and measurable outcomes.
“The role of legal leadership is shifting faster than ever. This group of modern legal leaders demonstrated remarkable clarity, curiosity and commitment to pushing forward the evolution of the in-house legal profession.”
Beyond the workshops and discussions, the Atlanta Summit offered attendees the chance to step back from their day-to-day challenges. Reflecting on the get-together, Sam said, “Legal professionals are often in the weeds, battling small fires and fighting the daily fight. Our event gave attendees the space to reflect, share insights and walk away with actionable strategies. It was as much about recharging as it was about learning.”
Due to the intimate group size and the curated agenda topics, the InView community event helped foster candid conversations and meaningful takeaways.
Letitia Haynes-Frasier, Director of Legal Operations at CMG, said: “There was so much interaction, so much more communication and conversation than you get at larger conferences or retreats. I’m leaving here with a wealth of knowledge, new contacts, and a game plan for moving forward.”
According to David, one of the most striking aspects of the event was the energy and enthusiasm of attendees. “I was inspired by their curiosity, generosity and positive energy. It’s clear these legal leaders are invested in not only elevating their own roles but also advancing the profession as a whole.”
The Atlanta Summit was part of a broader effort by InView to support the global in-house legal community, and the momentum continues with upcoming summits planned in Chicago, Dallas and Sydney. These events offer an invaluable opportunity for legal leaders to step back, learn from others, and return to their businesses with fresh insights and renewed purpose.
To get involved with one of our upcoming InView community events, click here.
