Has the way people work actually changed?
Your teams are already using Copilot, ChatGPT and other tools. But access is not adoption. Unless people use the tools consistently in real work—and managers reinforce the new behaviours—the firm may become busier without becoming better.
We help law and accountancy firms with the change management behind successful AI adoption: aligning leaders, clarifying ownership, building capability, changing day-to-day workflows and measuring whether the firm improves as a result. Start with a fixed-fee review of one workflow.
The pattern
AI activity can increase while value remains difficult to see. The gap usually sits in the way work, ownership and behaviour have changed — or haven't.
What may sit underneath
Priorities and sponsorship are unclear; ownership may sit mainly with the technology team.
Guardrails are unclear, manager capability varies and AI has not been properly integrated into the workflow.
Learning is generic or separate from real work and is not reinforced consistently by managers.
What may sit underneath
Priorities and sponsorship are unclear; ownership may sit mainly with the technology team.
Guardrails are unclear, manager capability varies and AI has not been properly integrated into the workflow.
Learning is generic or separate from real work and is not reinforced consistently by managers.
What may sit underneath
Guardrails are unclear, manager capability varies and AI has not been properly integrated into the workflow.
Learning is generic or separate from real work and is not reinforced consistently by managers.
What may sit underneath
Priorities and sponsorship are unclear; ownership may sit mainly with the technology team.
Guardrails are unclear, manager capability varies and AI has not been properly integrated into the workflow.
There is no agreed baseline or measurement framework and no decision about how recovered capacity should be used.
A fixed starting point
Start with one workflow before committing to a wider programme. We look at what people are doing, where the work still gets stuck and whether the available evidence supports the value being claimed.
For firms already using AI but unsure whether it has been adopted consistently—or whether the way the work is managed has actually changed.
We examine one recurring workflow the firm already relies on—such as contract review in a law firm or client onboarding in an accountancy practice.
We look at how people use AI within it, who owns the process, and where checking, rework, handoffs or senior escalation absorb the apparent benefit. The aim is to identify the practical change the firm should test next—not simply whether the tool is being used.
The result is a concise, evidence-based report that helps leaders decide what to change, who should own it and what to measure next. It can stand alone; there is no commitment to further work.
Includes: preparation questionnaire · review of two or three materials · 60–75 minute executive working session · concise written report · 30-minute debrief · delivered within 10 working days of receiving the completed preparation materials
What the data shows
of UK legal professionals now use AI tools in some capacity — yet only 27% have embedded it widely across their firm.
Sources: Clio, UK & Ireland Legal Insights Report, 2026
of UK mid-tier accountancy firms have AI in their technology strategy — yet most describe their actual use of it as moderate.
Sources: ICAEW, Evolution of Mid-Tier Accountancy Firms, 35 firms, 2026
of managers report no productivity gain from AI at all, despite the tools being in place.
Sources: CMI, June 2026
We don't just recommend change.
We help make it happen.
We create clarity on ambition, priorities and the next practical step.
We agree owners, key decisions and expected outcomes.
We assess barriers, maturity, workflows and organisational capacity.
We translate findings into a realistic, actionable roadmap.
We put the changes into motion alongside leaders and teams.
We track adoption, accountability and the value generated.
Why Newbery
The tools are changing quickly. The organisational challenge is familiar. Gareth Newbery spent nearly eleven years inside Baker McKenzie and Fragomen, working across complex EMEA organisations. His career has focused on aligning leaders, building trust across functions and countries, and turning organisational ambition into practical change.
“He brings clarity, credibility, and a strong sense of purpose to any initiative. His deep understanding of the organisational landscape, combined with his ability to engage stakeholders across countries and functions, was critical in turning ambition into action.”
“Gareth combined rigorous data-driven insight with empathy and practical delivery. He was a trusted advisor across all levels, building strong partnerships across the firm with fee earners and business services, and influenced with integrity.”
These comments relate to Gareth’s earlier in-house work. They are not presented as Newbery Advisory client results.
Read what people who have worked with Gareth say →Let's talk about your situation and find out what's blocking AI value in your firm.
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