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The landscape of the legal profession is rapidly evolving, with legal operations emerging as a key function driving efficiency, strategy and value across organizations. Eric Sedwick, Senior Director of Legal Operations at TIAA, shared his insights on this topic during a recent discussion on the Legal Leaders Podcast. During his conversation, two themes central to reshaping today’s modern legal management emerged: the strategic role of legal operations as an innovation engine and the human-centered approach to advancing legal operations.
Legal operations is no longer a mere back-office function limited to administrative processes. According to Sedwick, it has become the scalable, innovative engine room of the legal function that intersects technology, processes and data to optimize workflows, reduce costs and empower legal teams to better serve their organizations.
Sedwick provided a thought-provoking analogy, comparing legal operations to the engine of a car. He said that while practicing attorneys are in the “driver’s seat”, legal operations is the engine that powers the operation of the vehicle. Success of an organization depends on the seamless collaboration between these components, ensuring that legal teams can function efficiently and adapt quickly to the demands of the business.
This pivot to innovation equips legal teams with tools like data analytics, e-discovery platforms, matter management systems and AI-powered technologies. As an example, Sedwick’s role at TIAA includes the overseeing of processes that manage over 100 law firms, e-discovery, records management, vendor relationships, and more. These are no longer siloed activities; rather, they contribute to a cohesive system that aligns the legal department with the strategic goals of the business.
“Today, legal ops is both the engine that scales legal departments and the innovation center that drives future strategy,” Sedwick said. And while efficiency is critical, the strategic impact of legal operations ensures that legal functions are not just cost centers, but value-generating entities.
Sedwick said the human-centered approach to legal operations is driven by strategic partnerships and effective change management. Legal operations has the ability to foster collaboration between legal teams, business stakeholders and external vendors. Issues arise when there is an absence of strong partnerships, the integration of innovation within legal teams’ falters.
Sedwick said the relationship between legal operations professionals and lawyers must enhance trust and collaboration, and he emphasized the importance of treating legal operations not as a passive, order-taking function, but as a strategic partner. This means actively participating in decision-making processes, being a voice at the leadership table, and aligning legal priorities with business outcomes.
Sedwick also touched on the necessity of addressing change management within the legal function. Introducing new technologies, policies, or operational systems can disrupt legal teams already working at capacity. He highlighted the need to assess the “disruption level” of every proposed change to ensure it is implemented in a sustainable, manageable way.
For example, while TIAA is focused on cost-saving measures, Sedwick said that effective implementation requires balancing strategic growth with the reality of day-to-day operations. “Changing a process, adopting a new piece of technology, or expanding a team should not overwhelm people but empower them.”
Looking to the future, Sedwick envisions a more strategic and integrated role for legal operations in the global business landscape. With the growing complexity of technology, data and organizational needs, legal operations is uniquely positioned to bridge gaps between legal, IT and financial functions within enterprises.
He drew parallels with the current trajectory of AI, explaining how subject matter experts in legal operations are learning and innovating in a nuanced and evolving capacity. “The legal ops field is building its expertise while implementing groundbreaking solutions, much like what we’re seeing with AI technology today,” he said.
For organizations just beginning their legal operations journeys, Sedwick advised prioritizing curiosity, partnerships and continuous innovation. Whether a company is hiring its first legal operations professional or scaling a sophisticated department, the key is recognizing the value of a dedicated team that combines legal expertise with operational acumen.
The lessons shared by Sedwick convey an urgent message for legal professionals and organizations alike.
To stay ahead, it’s imperative that legal professionals:
The future of legal management is being defined by those who dare to rethink traditional practices and view legal operations as a strategic advantage. Inspired by leaders like Sedwick, there has never been a better time than right now to lead the transformation of the legal profession from an era of tactical execution to one of strategic innovation.
Are you ready to step into the future?
To hear more from Eric, tune into the Legal Leaders podcast here.
