Bench & Bar September/October 2025

PRESIDENT'S PAGE

tools and implement an AI strategy that will continuously give them a competitive advantage, driving profits and efficiency. In my small 10-person firm, we use Lexis + AI and either Claude.ai or ChatGPT-5 as our primary AI tools. Together these tools can do nearly anything. I save an hour or two every day with these tools. As a member of the Kentucky Bar Association, you can use Decisis for free and obtain a 15% discount on Lexis+AI. (https://kybar. org/For-Members/Member-Services/Mem ber-Benefits-and-Discounts) Claude and ChatGPT cost $20 per month. These two tools will immediately turbo charge your practice. In addition to these tools, there are other more specific applications that help with other areas: research (Lexis+AI, Westlaw Precision, CoCounsel), contract analy sis (Kira, Luminance, and Ironclad), and litigation analytics (Lex Machina, Premo nition). There are also Forward Deployed Engineers who can help leverage AI for specific functions. Another reason to incorporate AI into your practice is that your clients will demand it. I already have clients sending me AI gen erated content for evaluation. We discuss how to incorporate AI into our plans. We also discuss its shortcomings and the need to carefully check all its work product. In the end, AI does save time and reduce legal fees. We also have a professional responsibility to keep up with technology. Kentucky Rule of Professional Conduct 3.130(1.1) Competence states: “To maintain the requisite knowledge and skill, a lawyer should keep abreast of changes in the law and its practice, including the benefits and risks associated with relevant technology, engage in continuing study and education and comply with all continuing legal edu cation requirements to which the lawyer is subject.” cmt 6. While this rule does not mandate adoption of AI, it requires us to consider the benefits and risks of adopting AI tools. At this point, I suspect you are thinking this all sounds fine, but where do I start? Let’s start with curiosity. Watch some YouTube videos on how to effectively use Claude.ai or ChatGPT-5. Download one of these to

your phone. (It intuitively opens on your desktop when you try). Keep in mind that if you use the free version of one of these tools that the information you provide is not confidential. So, do not share any client information unless you use a paid version. Watch a YouTube video on how to prompt AI. Then get started. For example, I can drop a lengthy letter from opposing counsel into Claude.ai. I then tell it that I am opposing counsel representing the plaintiff/defendant. I tell it how I want to respond, key facts, or other relevant infor mation. I then ask it to draft a responsive letter. You will be surprised. You can then ask it to modify the letter to be more firm or less aggressive. It takes seconds. Your next step in adopting AI into your practice is to sign up for one of the upcom ing CLE programs. In January, the KBA’s AI Task Force will host a CLE webinar each week geared towards helping lawyers adopt AI. Additionally, the June annual convention in Covington will host an “AI Bootcamp,” which will be a hands-on introduction to how to use AI. There will also be an “AI Track” that will discuss the dynamics of the AI revolution covering ethical issues, business transformation, strategic planning, AI implementation, and the future of AI in the law. We intend for anyone who attends convention this year to leave fully versed in AI. Once you leave the convention as a “KBA AI Bootcamp Graduate,” you will then need to stay abreast of developments in the legal AI space. You can read publications such as Artificial Lawyer, Law.com, Legaltech News and, of course, the Bench & Bar. This whole endeavor has the potential to become a fun adventure. In advance of attending the annual conven tion, I recommend you begin to contem plate the AI revolution. As a part of this, you should begin the process of creating a firm-wide AI adoption strategy. A successful AI adoption strat egy for law firms begins with a comprehensive assessment of cur rent workflows and identifying specific

pain points where AI can deliver measur able value. Start by cataloging repetitive, time-intensive tasks like document review, contract analysis, legal research, and client intake processes that are prime candidates for automation. Include your partners, associates, and IT support in this process. Prioritize data security and client confiden tiality by conducting thorough vendor due diligence, ensuring AI tools comply with attorney-client privilege requirements and relevant bar regulations. Review existing malpractice insurance to confirm coverage extends to AI-assisted work product. Begin with pilot programs in low-risk areas to build institutional confidence and expertise. Train staff extensively on both the capabilities and limitations of AI tools, emphasizing the continued need for human oversight and professional judgment. Develop updated policies addressing AI use, including guidelines for client disclosure when AI assists. Consider ethical obliga tions around competency and the duty to stay current with beneficial technologies. Finally, create a phased rollout plan that allows for learning and adjustment, ensuring the firm can adapt its AI strat egy based on early results and evolving technology capabilities.

We will cover this at the annual convention, but if you start thinking about this now, you will accomplish more during the strategic planning process. I hope all of this helps. I am excited about the future and hope you are as well. I strongly encourage you to become a part of the AI revolution.

4 september/october 2025