Inside
Client Intelligence

Plenty of firms have the data, the platforms, and AI. Far fewer have gotten their people to actually use any of it. That last mile, from capability to habit, is where most programs stall, and it has little to do with the technology.

Tony Capecci, Director of Practice Innovation at Haynes Boone, has spent 20 years on that problem, where he runs a delivery team that builds AI workflows, tests them until they hold up, and gets them into lawyers' daily work. His take is blunt: ideas are easy, delivery is the hard part, and without a way to ship you stay stuck piloting forever.

In this conversation, we explore how that works in practice: building workflows lawyers will trust, reading usage data to see who needs help and who's quietly becoming a champion, and knowing when to keep something simple versus when the effort pays off. And what changes now that agents can run multi-step work on their own instead of waiting for the next prompt.

The intelligence is only worth what people do with it. This session is about closing that distance. Takeaways:

• A realistic path for getting AI workflows from pilot into daily use
• How usage data tells you where to focus adoption effort
• What agents change about the work, and where that goes for client teams

Law firms hold more client data than ever: matter and experience history, relationship and engagement history, client feedback, financial data and market signals are all within reach today. The value is not in the volume. It is in deciding where to focus and turning what the firm knows into a better strategy for client engagement that strengthens service delivery.

A firm’s BD and marketing team is uniquely positioned to bring focus and pursuit strategy using client intelligence. Internal client intelligence services help BD teams synthesize client data through dossiers, briefing books and similar data services that show where the firm can map client needs with firm capabilities, so lawyers and their teams get a clear view of each client and arrive informed and prepared with an agenda aligned with the client's goals.

In this discussion, our panelists will share how their teams use client intelligence to shape growth strategy for client development, strengthen internal collaboration and cross-serving across practices and offices to build stronger and more productive relationships with clients.

Most firms run an alumni programme, and most use it for events and goodwill rather than pipeline. The harder question is which of last quarter's departures landed somewhere worth a call, and few teams can answer it quickly.

This session explores what changes when you can answer that question. Pirical tracks lawyer movement across the profession, including moves in-house and new GC appointments at client companies. Foley & Lardner will walk through what surfaced when that tracking focused on the firm's own alumni base, filtered by the sectors and geographies it is actively targeting. The focus throughout is prioritisation, since a raw list of alumni movements is long and mostly noise.

For years, law firms have invested in CRM, experience management, competitive intelligence, knowledge management, financial systems, and relationship intelligence. Yet attorneys continue to struggle with the same challenge: finding the right information at the right moment to better serve clients and identify new opportunities. The next generation of client intelligence isn’t about another platform or another AI assistant. It’s about connecting trusted intelligence across the firm and delivering it seamlessly within the workflows where lawyers already work. Rachel Cohee, Director of Intelligence Solutions at Holland & Knight, brings the perspective of building intelligence capabilities inside one of the world’s leading law firms. I’ll complement that with what we’re seeing across the industry, helping firms operationalize relationship intelligence, AI, and proactive business development. Rather than focusing on technology alone, we’ll examine the organizational, governance, and workflow changes required to make client intelligence a strategic advantage. Attendees will leave with a practical framework—and a Connected Intelligence Blueprint—they can apply within their own firms to improve attorney adoption, client service, cross-selling, and business development outcomes.

Attendees will learn:

● Why client intelligence is evolving from a collection of systems into a connected intelligence strategy.

● How leading firms are connecting CRM, experience, competitive intelligence, relationship data, and AI into a unified intelligence ecosystem.

● Practical governance, adoption, and workflow strategies that ensure trusted intelligence reaches attorneys at the moment they need it.

● A blueprint firms can use to assess and evolve their own client intelligence strategy.

Discover how AI can enhance relationship intelligence to help law firms identify opportunities, strengthen client connections, and prioritize business development efforts. In this interactive session, participants will take part in an "AI Challenge," evaluating real-world client and lawyer activities to determine relationship scores, opportunity ratings, and recommended next steps. Through this hands-on legal-industry case study, we will explore how scoring models can help firms:

• Identify high-value relationship opportunities
• Prioritize client outreach and engagement
• Strengthen client retention strategies
• Support data-driven business development decisions

Attendees will leave with a practical framework for applying AI-powered scoring and relationship intelligence to client development, key account management, and firm growth initiatives.

CRM migrations are far more than technology projects; they are organization-wide transformations that impact strategy, budgets, workflows, and user adoption. 

This case study session will provide a behind-the-scenes look at the journey from selecting a new CRM platform to achieving full organization-wide implementation. Attendees will explore how stakeholders were identified and engaged, how realistic timelines and budgets were developed, and the communication strategies used to drive alignment and manage change across the firm. 

The session will also examine unexpected challenges that surfaced during the transition, lessons learned from obstacles that were not anticipated, and how a pilot group helped shape the broader rollout strategy. Finally, the discussion will focus on end-user impact, adoption success factors, and key takeaways for firms planning their own CRM transformation initiatives. Participants will leave with practical insights, implementation strategies, and a roadmap for minimizing risk while maximizing adoption and long-term value during a CRM transition.

Clients often define successful relationships differently than law firms do. While legal outcomes remain critical, the overall client experience increasingly depends on factors such as responsiveness, transparency, communication style, timing, accessibility of information, and the ease of working with a firm. This session will explore how clients evaluate the quality of their relationships with outside counsel, where breakdowns most commonly occur, and what truly differentiates a strong partnership from a weak one. Attendees will examine the role communication plays throughout the client lifecycle, discuss the impact of expectations and service delivery, and evaluate how emerging technologies and AI-driven tools are shaping client perceptions. The discussion will also address whether technology enhances trust and efficiency—or creates friction—and how firms can strategically leverage innovation while maintaining a relationship-centered approach.