Why Smaller Teams and Deeper Relationships are Winning

Future of Law Newsletter — Issue #3

The Quiet Reshaping of the Pyramid

The legal pyramid is being rebuilt—one thoughtful, agile practitioner at a time. And ironically, AI may end up reshaping firm structures to look more like they did in the 1800s.

For decades, Big Law scaled on volume: armies of junior lawyers billing thousands of hours, with work flowing up to senior partners. It was a model built on leverage, not efficiency. But now, much of that heavy lifting is being done by tech. Scale isn’t the advantage it used to be. Judgment is.

Harvard Law’s Center on the Legal Profession says top Am Law firms are already cutting eight-figure cheques for generative AI pilots. Industry-wide, spend could top $1 billion by 2026, all-in on the promise that AI will kill grunt work and unlock higher-value thinking. But promise is doing most of the work in that sentence. The ROI is still mostly PowerPoint. Change is hard.

Meanwhile, the edges of the profession are getting squeezed. KPMG just became the first Big Four firm approved to open a U.S. law practice under Arizona’s alternative structure rules. With global reach, deep pockets, and zero cultural resistance to innovation, the Big Four are lining up.

And at the same time, the billable hour is dying in slow motion. We still use it at Goodlawyer when it makes sense, but clients aren’t paying for time—they’re paying for outcomes. They want lawyers who move fast, understand their business, and speak in solutions, not memos. That’s pushing legal work toward leaner, more senior teams, where expertise matters more than headcount.

The Model Before the Machine

Before Big Law took off in the early 1900s, most business lawyers worked in small, local practices. A few clients. A flat monthly fee. No billable targets. Just practical advice and trusted relationships.

Then Cravath happened (see Issue #1): hierarchy, leverage, and the birth of the modern law firm.

Now, AI, cloud platforms, and streamlined workflows mean one skilled lawyer can do what used to take a team. That older model (direct, relationship-driven, and embedded) is being reimagined with modern tools.

Big firms aren’t disappearing, but they are thinning. Just last month, Reuters reported fresh momentum behind boutique firms. We’re seeing fewer giants, more boutiques, and a rise in embedded and fractional roles. The profession isn’t shrinking — it’s shifting. And the lawyers who thrive won’t necessarily lead the biggest teams. They’ll be the ones most aligned with the businesses they serve.

But as the structure of legal practice evolves, so do the challenges facing those entering the profession. The shift toward leaner, more senior teams is leaving fewer seats at the bottom of the pyramid and raising questions about how the next generation of lawyers will be trained and find opportunities.

The Next Generation

In Ontario, articling positions dropped 12% last year — the steepest decline since the financial crisis. Translation: the bottom rung of the legal ladder is disappearing, and there’s no clear plan to replace it.

If junior lawyers aren’t billing, how do they learn?

We need new training grounds: places where early-career lawyers can observe, ask questions, and build the judgment that takes years to develop. That won’t come from legacy firms alone. It will require law schools, regulators, and new entrants who treat mentorship as strategy, not charity.

Some of that shift is already happening. Platforms are improving access. Mentors are showing up. And smart teams are investing in junior talent not because they have to, but because it pays off.

Still, the traditional path is fading. Fewer lawyers will make partner — and fewer will want to. Many will go in-house, build their own practices, or support a focused set of clients on their own terms.

The ones who thrive won’t be the loudest, the most connected, or the most decorated. They’ll be the most thoughtful. The most reliable. The most trusted.

And in a profession addicted to prestige, trust is the only currency that still matters.

Brett Colvin
CEO, Goodlawyer

The Pivot That Paid Off

By Zak Biggs

This month, Zak Biggs talks leaps of faith, pay cuts, and what really matters with Karen Claus, a Vancouver corporate lawyer who bet on herself.

ZB: What made you take the leap from insurance litigation to corporate in-house work?

KC: Like many lawyers, I fell into a path based on the offers I got after law school. But litigation didn’t draw on my strengths. It’s constant conflict, and I much prefer to anticipate conflict and find solutions that benefit both sides.

ZB: What did litigation teach you that still gives you an edge today?

KC: I think litigators are superlawyers. They typically have excellent oratory skills, can think on their feet, and write and research exceptionally well. Being a litigator prepared me to communicate with business leaders. Now I can anticipate opposition, understand different perspectives and influence stakeholders, whether by email or in the boardroom.

ZB: What advice would you give to a lawyer thinking of changing specializations?

KC: Be ready to take a step back – whether that’s a pay cut, and more junior title or a less prestigious organization. But here’s the upside: you’ll move faster than most lawyers in that seat. Within the first couple of months, your past experience will start to show up in meaningful ways. I advanced more quickly than I ever had earlier in my career.

I believe luck favours those who take risks and pay attention. So stay sharp enough to spot the opportunities when they come your way and brave enough to seize them. After all, the greater risk is not failing – it’s the regret that follows inaction.

ZB: In addition to changing practice areas, you’ve also changed cities and started a family. What guided those decisions?

KC: We moved back to Vancouver to be closer to the grandparents because one of our priorities is to raise our children in a multi-generational community with the culture and values my husband and I grew up with. Being home reminds me of what really matters: my relationships with family and friends, and having control over how I spend my time.

Karen practices as a fractional lawyer on Goodlawyer. Connect with her on LinkedIn here.

LEGAL EVENTS

The Future of Law Summit is back — and you’re the first to be invited.

On November 20, join thousands of lawyers from across Canada, the U.S., and beyond for the most energizing CLE experience of the year.

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This year, we’re going bigger.

We’re combining our global virtual summit with exclusive Summit Lounges in Vancouver, Montreal, and Toronto — bringing like-minded lawyers together to watch, learn, and socialize.

And for the first time, we’re launching the Future of Law Awards to recognize four remarkable in-house lawyers and one standout legal team who are redefining what it means to lead in our profession.

Stay tuned — nomination details coming soon.

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