I help law firm owners decide what their staff can hand to AI and what stays with a lawyer, with client confidences kept out of the tools. My name is Daniel Condell. I'm an AI Strategist with DGC Strategy, and I train and coach the whole team, from attorneys to admin staff.
One thing up front: I'm not an attorney, and nothing on this page is legal advice. Your firm's ethics rules decide what's allowed. I work inside the rules you set.
Start with the job, then pick the tool. I take a role in your firm, list every task it carries, and sort each one into three groups:
AI doesn't have good taste, and it doesn't know when to stop. That's why the review step stays with a person.
Decide before anyone builds anything. We agree on what client information stays out of which tools and write it down, so staff aren't guessing. Training then covers it with examples from your own work.
Questions about privilege go to a lawyer at your firm. I flag them. I don't decide them.
For a starting point, the American Bar Association's Formal Opinion 512 (July 29, 2024) gives ethics guidance on generative AI. It points lawyers to the rules on competence, confidentiality, client communication and fees. How it applies to your firm, along with your state's rules, is your call.
A law firm owner I'm working with lost a key staff member. The first plan was to hire a replacement. Before the owner hired anyone, we listed what the role carried and sorted each task into the three groups above. The most urgent step on the plan was low-tech: writing down what that person knew before their last day.
Since then I've built a first version of a training assistant for new hires. It holds the firm's process documents only, and client files stay out of it. The work is still in progress, so there are no results to report.
If you're in the same spot, look at the job description and what that person does all week before you hire somebody.
The work begins with one problem your firm wants solved.
| Step | At a law firm, that means |
|---|---|
| Define what you want different | A result you'd notice, like a new hire getting up to speed without pulling an attorney off client work |
| Learn how the work happens today | Who does each task, how long it takes, which software it runs through, and what lives only in one person's head |
| Find the through line | Turnover, training and intake trouble often share one gap. One change there can help with several |
| Keep people where their judgment matters | Legal judgment and advice stay with lawyers. We work on the tasks around them |
| Design inside your real limits | Your ethics rules, client confidentiality, your budget and the software you already use |
| Teach the team so they can keep going | Everyone who'll use it practices on their own tasks and learns to check what AI produces |
I'm based in Alexandria, Louisiana. Firms in Central Louisiana can meet me in person, and firms anywhere else in the U.S. work with me online.
A 30-minute conversation about one problem in your firm.
Related: Work with Dan · AI training for teams · About Daniel · AI for CPA firms · AI for dental practices · Talks and workshops · Blog
No. I'm not an attorney. Your firm decides what its ethics rules allow, and I plan the work and the training inside those decisions.
It can produce a first draft for a lawyer to review. The review stays with a person, and the training covers how to check a draft before it goes anywhere.
Your firm decides, before anything is built. We write down what stays out of which tools, and the team learns it on examples from their own work.
Yes. Training is planned around each role and the tasks that person does every week.
Yes. Firms anywhere in the U.S. work with me online.