- “At the 2025 Aon Law Firm Symposium, four experienced law firm general counsels – Martin S. Checov, O’Melveny & Myers LLP; Diana K. Ashton, Finnegan, Henderson, Farabow, Garrett & Dunner, LLP; Kathryn J. Fritz, Fenwick & West LLP; and Amanda Kushnir, Blake, Cassels & Graydon LLP – shared their ideas, strategies, and best practices for developing and sustaining a proactive risk management culture. We recap below some of the key insights from this excellent faculty.”
- “Cultivate Relationships Firmwide:”Developing strong relationships between the general counsel’s office and lawyers and staff across the firm fosters trust, encourages early engagement with risk issues, and helps ensure that risk management is viewed as a resource rather than a barrier. A law firm general counsel must be visible, approachable, and responsive, and known as a good listener and problem solver. If these connections within the firm do not exist or if people are not comfortable contacting the general counsel, the general counsel is more likely to encounter difficult issues after they arise rather than being in a position to provide guidance on the front side of tough matters.”
- “Engage Management at All Levels: Law firm general counsels must work closely with senior leadership and practice group heads to secure their support and make sure that risk management is integrated into decision-making throughout the firm. Keeping firm management informed about emerging risks and bringing attention to behavior issues observed within the firm’s ranks is a critical part of this role. A risk management update should be a standing item on the executive committee’s agenda. Moreover, when the law firm’s general counsel has an important message to communicate to the firm, it is often advisable for leadership to convey it in tandem with the general counsel.”
- “Deliver Targeted Training and Education: Careful consideration of the intended audience is paramount when developing risk management training and education. These programs should be tailored to the needs of different groups, such as associates, lateral partners, administrative assistants, and business professionals. For instance, train senior lawyers expected to develop business on conflicts clearance, educate members of the human resources department on privacy issues, instruct administrative
- “Conduct Informal Audits to Assess Compliance: Law firms can have the best risk management policies in place, but policies are only effective if they are followed. To confirm that policies broadcast to the firm are working in practice, the general counsel should conduct periodic informal checks to monitor compliance, identify areas for improvement, and then adjust implementation strategies as needed. This process is most successful when the general counsel establishes strong relationships with the right people across firm departments.”
- “Provide More than a Simple ‘No’: Lawyers are less inclined to approach the general counsel if the individual in that role is perceived as consistently rejecting their proposals. A practical strategy is to consult with lawyers about the requirements for a potential ‘yes’ response, such as identifying the relevant stakeholders to speak with and outlining any additional steps necessary for the firm to proceed. The path to ‘yes’ may not look very good in the end and, upon further review, many lawyers will independently arrive at a decision of ‘no.'”
- “A law firm general counsel must act as a ‘partner’ to all members of the firm, maintaining a degree of separation from firm politics, balancing independence with collaboration, and always keeping the firm’s best interests in mind. This perspective is crucial for guiding the firm through complex decisions and maintaining a resilient risk management culture.”
Leigh Zidwick, Sr Director Info Governance at DLA Piper US, sent in her analysis: “IG Hiring Trends in Law Firms: What We’re Seeing Across the Industry” —
- Over the past several months, many of us have noticed something new in the legal market: a sharp uptick in Information Governance–related hiring activity. There have been a few requests lately to share open positions with the Legal IG Roundtable, and many firms are expanding or redefining IG roles in ways we weren’t seeing even a year or two ago.
- While there isn’t yet a single public statistic that quantifies “new IG roles in the last 12 months,” the directional indicators are consistent and strong. Here’s a snapshot of what’s driving this momentum:
- 1. AI Adoption Has Become the Catalyst
- Law firms are rapidly moving from experimenting with generative AI to implementing it – especially with tools like Microsoft Copilot, M365 integrations, and iManage AI capabilities.
- This shift is exposing an uncomfortable truth: You cannot deploy AI responsibly without strong Information Governance. Firms are realizing that unclassified, duplicative, ungoverned data creates unacceptable risk when connected to AI tools. As a result, IG teams are being asked to define governance models, retention, classification, data minimization, and AI-related risk controls.
- 2. Recruiters Are Reporting Increased Demand
- Legal tech recruiting firms have said explicitly that demand for IG professionals has increased in the past year, particularly in roles touching AI governance, M365/Teams, data lifecycle management, and privacy/security alignment.
- We’re also seeing new hybrid titles, such as: Information Governance Manager (AI/Analytics), IG & Data Governance Lead, M365/Copilot Governance Manager, Director of Information Lifecycle & AI Enablement
- This is a shift in both volume and specialization.
- 3. Firms Are Formalizing IG as a Strategic Function
- Participating firms in recent IG staffing surveys have highlighted: Multiple distinct IG roles within the same firm. • Increased headcount in the past 12–18 months. Future hiring plans tied directly to AI and M365 transformation initiatives.
- This is a notable evolution from prior years, when many IG programs were under-resourced or rolled into other departments.
- 4. Advisory and Vendor Ecosystems Are Reinforcing the Trend
- Consultancies, managed services groups, and legal tech vendors have all built AI-governance and IG-readiness practices because firms have accelerated demand. Their service offerings often mirror internal hiring trends.
What This Means for Our Community
- The Legal IG Roundtable is now seeing more job traffic, more recruiter outreach, and more firms looking for guidance on how to build or expand IG teams. It’s a sign that:
- IG is no longer a “back-office function
- Organizations are recognizing IG as strategic infrastructure for law firms, not just compliance overhead
- IG is foundational to AI readiness and risk management
- The role of IG professionals is expanding in scope, recognition, and strategic importance
- If these trends continue—and all signals suggest they will—we may soon enter the first real IG talent shortage the legal industry has experienced. The rise of “AI and IG” roles signals a career growth opportunity for those with both governance and technology fluency.
- Our community is helping shape what this next era looks like.