Welcome Erika Steinberg to Edge International
With extensive law firm marketing and business development leadership experience, Erika Stainberg strengthens Edge’s North American presence. Drawing on senior in-house roles, strategic advisory work, and leadership of CMO2go, she helps firms translate strategy into sustained execution across marketing, client development, and long-term growth initiatives.
Why AI Success Depends on Leadership, Not Software
Nearly every legal professional expects AI to reshape their firm—yet most organisations remain unprepared. This article argues that the real barrier to AI success in law is not technology, but leadership. By exposing six critical blind spots—from culture and client communication to risk avoidance and strategic inertia—it shows why firms that hesitate are already losing ground, and why decisive, leadership-led action is now essential to trust, talent, and long-term competitiveness.
STRONGER TOGETHER: COLLABORATION SHAPING THE FUTURE OF THE GLOBAL LEGAL PROFESSION
The legal profession is at a crossroads. As client expectations evolve and cross-border, multidisciplinary work becomes the norm, traditional standalone law firm models are giving way to collaboration, consolidation, and strategic alliances. From referrals and best-friend relationships to mergers, networks, and multidisciplinary partnerships, this article explores how forward-thinking firms are expanding scale, strengthening capabilities, and future-proofing their practices—without losing their identity. The future of law is collaborative, and those who adapt early stand to lead.
Welcome Rees Morrison to Edge International
Edge International begins 2026 by welcoming a powerful new voice in legal data and analytics. With more than three decades of consulting experience, Rees Morrison joins Edge as a Principal, expanding its capabilities in survey design, data analysis, and legal data visualization. From transforming complex datasets into clear insights to building a collaborative community for legal consultants, Rees brings deep expertise, thought leadership, and a passion for helping the legal industry make smarter, data-driven decisions.
The 8 Hours Saved
As AI transforms legal work, one CEO’s pricing experiment challenges the status quo. Samuel Junghenn of AI Legal Assistant demonstrates how firms could charge more for AI-assisted services while boosting efficiency — but warns the math only works if freed-up hours are truly valuable. His model exposes the fine line between innovation and illusion in the economics of AI in law.
Welcoming 3 New Principals to Edge International
Edge International has expanded its team with three new principals, strengthening its expertise in strategy, transformation, and leadership development for law firms and professional service organizations.
Stop Pampering, Start Pulling: How to Lead for the Long Game
Law firm leaders often swing between consensus and command-and-control, but true effectiveness lies in knowing when to push, pull, pummel, or pamper. Each style has its place—used wisely, they drive change; used poorly, they breed dysfunction.
Bridging Generations: Managing a Multi-Generational Workforce in Law Firms
Four generations now share the law firm workplace—Boomers, Gen X, Millennials, and Gen Z—each with distinct values, communication styles, and expectations. When managed with empathy and openness, these differences don’t divide firms; they create powerful opportunities for innovation, balance, and growth.
Will AI change Maister’s four profit levers?
Generative AI is challenging law firms to rethink the classic profit levers—margin, billing rates, utilisation, and leverage. As technology reshapes how legal work gets done, some traditional metrics are losing relevance, pushing firms to redefine what performance and profitability look like in the age of automation.
Divided by a Common Language? Or by a Different Culture?
Cultural differences between UK and US lawyers often create unseen barriers to communication, integration, and trust—especially in cross-border mergers, negotiations, and client management. While British lawyers tend to favour subtlety and understatement, American counterparts are typically more direct and self-promotional. Recognising and adapting to these differences, through cultural intelligence and intentional communication strategies, is essential for building stronger international legal partnerships in an increasingly globalised profession.