Slaughter and May’s senior client and practice solutions manager, Emma Walton, discusses legal tech, innovation and the firm’s latest competition for students
When Emma Walton, senior client and practice solutions manager at Slaughter and May, decided to pivot away from law into legal tech, it wasn’t because she had a background in coding or “tech-y” skills. Instead, she wanted to challenge traditional ways of working. Seven years into her innovation role at the Magic Circle giant, Walton’s position has grown into a crucial link between legal service and the evolving world of technology.
Walton’s legal career began on a conventional path. After studying law at university, she secured a training contract, completed the Legal Practice Course, and went on to practise at a City law firm in employment incentives. She enjoyed the work but often questioned the processes behind it. “I found myself asking, why are we doing it like this?” she recalls. “I loved working in employment incentives because it was so people-focused, but I was always thinking about how processes could be done better.” This interest in improving the way things were done ultimately led her to join Slaughter and May in a more innovation-focused capacity. “I wouldn’t describe myself as a techie person,” she admits. “I just have a general interest in new technologies as they emerge.”
One of Walton’s key focuses is legal tech, which she distinguishes from broader innovation projects. Her role involves identifying challenges faced by the firm’s lawyers and exploring technological solutions that could improve efficiency and client service. “It’s really about understanding the problems lawyers face day-to-day and finding ways technology can solve those issues,” Walton explains. This could range from running pilots for new tools to coordinating training sessions and workshops. She notes that the work is varied, with projects spanning everything from managing communications about updates to using tools directly alongside lawyers on projects. “Generative AI is an area that’s continually evolving, and we’re following closely,” Walton remarks, “and there’s a big focus on how it fits into our legal tech toolkit and where we see the opportunities.”
The firm’s commitment to generative AI has been particularly pronounced through initiatives like the firm’s Collaborate legal tech programme, which focuses on AI startups. Walton shares an example of a project with one of this year’s cohort, which explores using AI to streamline contract reviews by running checklists over multiple documents. “The tool could pull out answers to key questions and give you a first pass of a contract review,” she explains. “It was fascinating to see how quickly it could handle the task.” Collaborations like this allow Slaughter and May not only to pilot promising tools but also to provide feedback to emerging tech companies, helping shape tools that better suit the needs of the legal industry.
For Slaughter and May, investing in innovation and legal tech is about more than just staying current – it’s about maintaining its reputation for excellence. “We have to stay at the forefront of the way legal services are delivered,” Walton says. “That involves bringing in legal technology that benefits both our clients and our lawyers.” She explains that clients benefit through time savings and improved experiences, while lawyers can focus on higher-value, more rewarding work by leveraging tech to handle repetitive tasks. “It’s about using technology to complement the brilliant minds we already have here,” she adds.
Training and skills development are central to the firm’s approach. Walton emphasises the importance of equipping everyone at the firm with a foundational understanding of legal tech, including generative AI. “It’s about ensuring people know what the tools can and can’t do, and providing guidance and risk frameworks so they can use them effectively and responsibly,” she says. This includes firm-wide training programmes, workshops, and tailored guidance to meet individuals at their respective levels of tech familiarity. “The training isn’t one-size-fits-all,” Walton notes. “We aim to meet people where they are – whether they’re already regularly using legal tech or completely new to these tools.”
The training begins early at the firm. Trainees are introduced to tools and systems from day one, with the expectation that technology becomes a natural part of their working methods rather than an add-on. The Collaborate programme also offers opportunities for hands-on experience with legal tech startups, where participants can mentor companies and gain insights into the intersection of law and technology. “Trainees can sign up to become mentors for these startups, which gives them the chance to work directly with emerging tech and see how these tools are developed and applied,” Walton explains.
For aspiring lawyers and students interested in legal tech, the firm’s annual Innovation Competition is another exciting opportunity. This year’s competition, which closes on 28 February 2025, invites participants to propose creative ideas for training staff to use generative AI. Walton notes that submissions can take any form, from apps to podcasts to interactive presentations, with an emphasis on originality. “We’re looking for big, bold ideas,” she says. The winner will receive £1,000 and the chance to gain work experience with Walton’s team, providing an invaluable glimpse into how technology is transforming the practice of law. “It’s not just about the prize money,” Walton adds. “It’s about getting hands-on experience in a team that’s actively shaping the future of legal tech.”
Reflecting on previous entries, Walton highlights the creativity that participants bring to the competition. One particularly memorable submission featured an augmented reality walkthrough of a proposed concept, complete with avatars interacting in real-world scenarios. Her advice to future entrants is simple: “Don’t feel constrained by what seems sensible or realistic. We’re looking for creative, out-of-the-box ideas.”
As legal tech continues to evolve, so too do the skills required to navigate this changing landscape. Walton identifies several key areas where lawyers can build their expertise, from understanding how tools like large language models (LLMs) work, to honing critical thinking and data analysis skills. Importantly, she stresses that technical know-how doesn’t need to be intimidating. “You don’t need to know all the nuts and bolts,” she explains. “But having a general understanding of how the tech works can help you explain its impact to clients and integrate it into your practice.”
Beyond technical skills, Walton underscores the enduring importance of softer skills like communication and adaptability. “It’s still very much a people business,” she says, noting that even as technology changes how lawyers work, the core skills of client service and collaboration remain vital. For her, the key is maintaining a mindset of continuous learning. “Everything is moving so quickly. You have to keep looking at what’s coming next and be open to change.”
The Slaughter and May Innovation Competition closes on 28 February 2025. The question to be answered is ‘What specific skills should legal professionals develop to work effectively with generative AI tools?’ Find out more and enter here.
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