Your Firm's Next Hire Isn't Human

Every managing partner we talk to has the same problem: they can't hire fast enough, they can't retain long enough, and the people they do have are spending 60% of their time on work that doesn't require a law degree.

The intake coordinator who's also doing billing. The paralegal who manually checks deadlines on a spreadsheet. The receptionist who hasn't taken a real lunch break in six months because the phones don't stop.

These aren't technology problems. They're staffing problems. And for the past twenty years, the legal tech industry has been selling technology solutions to staffing problems — and wondering why adoption is so low.

In early 2026, large language models crossed a threshold that genuinely matters for legal operations. Not the 'AI can write a brief' threshold — that's been true for a while and is largely irrelevant to how PI firms actually operate.

The threshold that matters: AI can now reliably follow multi-step workflows across multiple tools, maintain context over extended interactions, and know when to stop and ask for help. That's not a chatbot. That's an employee.

When you combine that capability with the right access controls, audit logging, and human oversight, you get something that looks less like 'artificial intelligence' and more like 'competent staff that happens to be artificial.'

We don't call our agents 'AI tools' or 'automation software.' We call them employees. Not because we're trying to be cute — because the framing drives the right expectations.

When you hire an employee, you onboard them. You give them specific responsibilities. You set boundaries on what they can and can't do. You review their work. And you measure their output.

That's exactly what happens with a LeAP deployment. The agent is onboarded to your workflows. It has a specific job description. It operates within permission boundaries you set. Its work is logged and reviewable. And every Friday, it delivers a performance report.

If you wouldn't accept 'trust me, it's working' from a human employee, you shouldn't accept it from an AI one.

You don't need to become a technology company. You don't need to hire a CTO or build a data team or learn what 'prompt engineering' means.

You need someone to deploy an AI employee into your Slack workspace, connect it to the tools you already use, train it on your specific workflows, and then manage it so you don't have to.

That's what we do. The technology is remarkable, but it's not your problem. Your problem is that leads sit in the inbox for four hours, deadlines get tracked on a spreadsheet, and your best paralegal is about to quit.

We can fix that. Usually in about three weeks.