The 24th Annual Law Firm COO & CFO Forum

Mike Abbott, Head of Thomson Reuters Institute, Thomson Reuters

Amid the backdrop of economic volatility and political uncertainty that has characterized 2025, law firms have been forced to adapt swiftly and frequently. As clients, who are also balancing business in the shifting market, face a multifaced array of challenges, they have urged firms to deliver added value. In turn, firms are balancing the uncertainty of today with a reviewed focus on the future—eyeing new investments of efficiency and technical infrastructure. Looking forward to 2026, growth seems to hinge on remaining flexible to continued change, but how far and broad might change continue to be? Join us in our yearly session exploring the evolving landscape of the legal market, and the future of legal services.

In a world of instant gratification and exponential growth, firms find themselves faced with the expectation to respond to changing landscapes and regulations at a rapid pace. Given the increase in executive orders and tariffs in 2025, both clients and firms will be forced to comply and adapt in numerous ways, many of which they may not have

previously been prepared for. In terms of business strategy, how can firms position themselves with a balance of malleability and structure in order to shift and respond sharply? As the developing trade wars increase costs of vital technological hardware, how important is it that firms revisit their strategies to consider elevated costs and potential supply shortages? Organizationally, how can teams speed up their decisiveness and communication efforts without acting in a slapdash manner? Join us as we discuss business strategy within today’s changing geopolitical landscape.

Please join us for three concurrent sessions exploring important issues in law firm management, where we will welcome Forum participants to share practical ideas with their industry peers

It’s no secret that a healthy, well-established firm culture paves the road to success for both lawyers and clients. Individuals want their daily interactions borne from a sphere of productivity and positivity. As the definition of diversity, equity, and inclusion evolves, how can firms return to the root of this principle? In the past few decades, where has firm culture succeeded, and how should firms branch off that success in their forward motion? In terms of both internal talent and external client satisfaction, how can the legal industry respond while remaining faithful to their beliefs? Join us as we discuss the foundations and future of inclusion in the legal profession.

At the crossroads of a changing political landscape and the accelerated adoption of Generative AI, law firms find themselves facing a new wave of cybercrimes. As nefarious political actors increasingly exploit vulnerabilities in digital systems, the legal sector must prioritize the strengthening of its cybersecurity measures to safeguard sensitive information and maintain client trust. This session will delve into the evolving threats posed by sophisticated AI-generated deepfakes, which can manipulate public perception and destabilize operations. We will explore strategies for law firms to enhance their cybersecurity infrastructure, including adopting advanced threat detection technologies, implementing robust data encryption protocols, and fostering a culture of cybersecurity awareness among staff. Attendees will gain insights into the importance of staying ahead of emerging threats, collaborating with cybersecurity experts, and ensuring compliance with industry regulations in the age of AI.

More information coming soon.

Please join us for cocktails and canapés as we wrap up the day’s proceedings.

Jen Sander, Director, Enterprise Marketing & Events, Thomson Reuters Institute

In order to hone in on their own business strategies, firms need to intricately understand the ever-changing hues of the market that surrounds them. Operations executives must pose broad-market questions such as: “What did clients want last year? What will they want next year?” before they ask themselves “Where have we delivered to clients and how should we improve?” It’s often difficult to translate a complete comprehension of market data to internal practices. In other words, it’s important to know that clients are dissatisfied with innovation or consistency, but it’s valuable to understand how that relates directly to the strategies in play. Join us as we discuss the importance of breaking through market data and distilling metrics into amelioration.

More information coming soon.

Executive coaching can be a transformative tool for C-suite officers in law firms, offering tailored support to enhance leadership effectiveness and drive strategic growth. Leaders should always be equipped with the tools to lead decisively and effectively, turning challenges into opportunities during times of uncertainty and change. By focusing on personal development, emotional intelligence, and adaptive leadership skills, coaching empowers executives to lead with greater clarity and confidence. Join us in a unique opportunity to meet individually with an executive coach. (PLEASE NOTE: participants in this session must have preregistered to attend.)

In these three concurrent breakouts, our faculty will explore critical issues within the legal industry. Forum participants will have the opportunity to share their thoughts with leading firms and industry peers.

Technology, in its most basic form, seeks to improve accuracy and efficiency. As technological implementation further embeds into the typical business model, firms will find themselves able to complete deliverables for clients at an expedited pace. All that glitters is billable; however, saved time, within the billable hour fee arrangement, equates to lost revenue. How can firms explore other value-based pricing options in an age where almost everything passes through technology? Additionally, how can firms demonstrate to clients that their use of technology advances both the quality and timeliness of deliverables, while also offering more predictable pricing upfront? Join us as we dive into alternative fee arrangements with experts who have already begun to implement such models in their firms.  

The most effective law firm leaders understand that talent retention, firm culture, and long-term success are all linked. As expectations shift, leaders must develop inclusive strategies that engage employees across generations, foster well-being, and build high-functioning teams. Yet, in a fast-paced environment, leadership development and wellness often take a back seat. This discussion will focus on practical strategies for balancing leadership effectiveness with resilience—how relationship-building and wellness practices can strengthen firm culture and thus improve collaborative efficiency. As a result, strong internal leadership translates to better client engagement and firm reputation, ensuring sustained success in a competitive market. Join us as we tackle leadership and wellness as a strategic pathway to sustainable growth. 

In today’s polarized political climate, several law firms have found themselves in the crosshairs of presidential criticism, a scenario that can present unique challenges and demands careful navigation. Though this scenario may seem unique to our time, throughout history, there have been notable instances where law firms have come under the scrutiny of prominent public officials, often due to their involvement in politically sensitive or high-profile cases. Yet as the number of those being critiqued grows, one might wonder if the current criticisms of a few will soon be a weight on the many? How should law firm leadership prepare for challenges to both operations and reputation arising from scrutiny in the public platform?

Please join us for three concurrent sessions exploring important issues in law firm management, where we will welcome Forum participants to share practical ideas with their industry peers.  

In what might be an intriguing coincidence, Thomson Reuters data depicts a parallel between the rise in 2024 law firm spend and a perceived rise in innovation by clients. A similar finding noted that, on average, clients will spend about 35% on more innovative firms given that efficiency is a top priority. What does it mean to be an innovator as a mid-size firm? Propelled by cutting-edge technological advancements, firms of all sizes have an incredible opportunity to outpace competitors by transforming their service delivery and client interactions through technology-driven value creation. However, to harness the full potential of these technologies, mid-sized firms need to properly assess and augment their greatest strengths in comparison to the market overall. Join us in a session on strategy for mid-sized firms with the ultimate goal of increased client satisfaction in mind. 

Investing in new technology, year after year, is often a top priority for forward-looking firms. However, with a seemingly infinite number of technological services and software available, how can firms be sure that they are utilizing the most effective platforms for their business strategy? As cloud computing continues to revolutionize operations with scalability and efficiency, firms must determine which solutions align best with their goals. Moreover, how can firms be sure that they are reaping the benefits of their assets, and how can leaders know when it is time to retire dated tech services? Where the benefits of technology are often intangible and difficult to measure, how can firms both gather and quantify the returns? Join us as we discuss ROI for emerging tech investments in an ever-changing digital landscape.   

More information coming soon.

Please join us for two simultaneous roundtables intended to foster robust conversation among attendees. 

Generative AI has easily made a name for itself as a powerful, all-encompassing tool that promises to improve businesses across the board; but many don’t yet have a good grasp on use case opportunities.  In looking for even greater efficiency, where should firm leadership begin? How can leadership encourage the use of AI to accomplish tasks like tracking and sorting time entry, organizing email, or catching up on a knowledge management front? Instead of leveraging AI for complex tasks, how can firms employ AI for operational tasks and project management? Join us as we ideate strategies to utilize AI as a tool for logistic firm management.  

Executive and managerial talent are a large differentiator when it comes to firm reputation and culture. As such, the C-suite has seen a large expansion in recent years, including newer roles like Chief AI Officer or Chief Strategy Officer amongst many others. How can firms drive value in their pivot to a more corporate C-suite structure, inclusive of many specific roles? Additionally, when laterally hiring both executive and managerial roles, many firms lack concrete methods for assessment of candidates, typically prioritizing prestige, pedigree, and personal connections. Given the expansive nature of the C-suite and the executive team, how can firms refine their hiring strategy using quantitative techniques, ensuring organization and efficacy at the same time? Join us as we growth within the C-suite. 

Please join us for cocktails and canapés as we wrap up the day’s proceedings.