Build the Foundation First: What Law Firm Leaders Said at Sandpiper 2026

At this year's Sandpiper conference, operations, finance, and technology leaders from many of the country's largest law firms met to talk about a market that is doing well and still feels uneasy. Profits are up. Nobody is panicking. Still, AI, talent mobility, and rising client scrutiny are changing how firms work.

One message came up in every session: run the firm like a business, and build for the long term.

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Start With the Client, Not the Firm

Several COOs described a shift from looking inward to looking outward. The key questions are now what clients value, where they feel friction, and what might lead them to choose one firm over another.

• Ask before you build. Leaders are using client surveys and discovery conversations to find pain points before they invest in new solutions.
• Remove internal friction. One COO asked what, inside the firm, keeps lawyers from delivering the service clients expect.
• Earn trust openly. Clients want clear value and a clear explanation when prices go up. Transparency is becoming a competitive advantage.

Data Comes Before AI

Panelists agreed that AI is only as useful as the data underneath it. One partner captured the caution bluntly:

Lawyers, in other words, still have to check the work.

• Clean and define your data. Firms have many ways to measure profitability. Without shared definitions, AI answers can't be trusted.
• Assign ownership. The data belongs to the firm, not to individuals or silos, and every data set needs a clear owner.
• Focus on the questions you ask. Several leaders said the real skill is asking the right questions, including "What am I not asking?"

Some firms are already layering AI over years of CRM and financial data to explore cross-selling and client profitability. Many expect a chat interface that gives instant answers to replace the static dashboard.

Redesign the Work, Then Add the Tools

Putting a new AI platform on top of old processes keeps the old problems. Leaders stressed redesigning workflows, roles, and job descriptions first.

• Change the operating model. One COO said this isn't a communication exercise. It is a change in how the organization runs.
• Rethink talent profiles. Firms are updating what success looks like for first, second, and third year associates, including comfort with technology and change.
• Invest in training. As one panelist put it, you probably won't lose your job to AI, but you might lose it to a colleague who uses AI better.

Invest for the Three to Five Year View

Finance leaders described a business that is more complex and more capital intensive than ever. Firms are investing heavily in AI, security, and talent while trying to protect long-term profitability.

• Balance now and next. Leaders are separating immediate needs from long-term strategy, and becoming more disciplined buyers.
• Spend with intent. Being thoughtful about where each dollar goes, from technology to business development, is now a core profitability lever.
• Stay steady. The shared advice was not to react to the day to day. Focus on the firm's foundation and vision.

This is where capital strategy matters. When technology investment is rising and refresh cycles are speeding up, how a firm funds that investment affects cash flow, budget predictability, and partner capital for years to come.

The Takeaway

The firms best positioned for the next chapter aren't the ones with the most tools. They know their clients, trust their data, redesign how work gets done, and fund growth without giving up flexibility.

Discover how CoreTech helps your firm stay agile without overextending capital.