In-house counsel increasingly expect added value from outside counsel’s use of AI, yet many firms and their clients have not agreed on its appropriate use. This lack of clarity presents an opportunity for legal marketers to help shape the value conversation.

Clients expect information in three key areas: detailed explanations of how AI is being used on their matters, how the use of AI translates into benefits, and how their data is being used and protected. Marketing teams who understand all three will be far more effective in preparing attorneys for client-facing moments.

Clients Assume You Have a Story – Be Ready to Tell It

Despite widespread AI adoption, many firms and their clients have not yet established clear guidelines or expectations. Thomson Reuters Institute’s 2026 research on corporate legal-outside counsel relationships found that 40% of professionals from legal and tax firms report conflicting direction from clients. The same report found that fewer than 20% of corporate respondents require their firms use AI, even though more than half believe their firms should be using it.

Marketing leaders can help their firms address this misalignment and control the narrative. Firms should focus on identifying specific examples of AI use in matters with measurable outcomes while demonstrating how human judgment impacted the result. Where did the client benefit, whether through faster turnaround, deeper analysis or a discount?  Moving beyond generic “innovation” language and vague claims will position your firm ahead of those that are waiting for clients to ask. Proactive outreach to clients should also include an offer to help establish or review their AI policies in their outside counsel guidelines.

Clients Expect Efficiency Gains to Show Up on the Bill

According to a Lexis-Nexis survey, approximately 80% of corporate legal executives expect their outside counsel bills to shrink, yet only 9% of law firm leaders say clients have communicated that expectation to them. This disconnect is likely causing firms to underestimate how closely clients are watching the value equation.

While corporate clients expect reduced spend on outside counsel, AI adoption has helped some law firms gain both efficiencies and revenue growth. Wolters Kluwer’s 2026 Future Ready Lawyer research found that 62% of legal professionals report weekly time savings between 6% and 20% from AI use, with 52% reporting increased revenue after implementation. 8am’s 2026 Legal Industry Report reinforces the time savings: 94% of legal professionals report measurable benefits from AI, with 38% saving one to five hours per week and nearly a quarter saving six or more hours weekly.

Marketing leaders should work with their attorneys to understand how the time saved is translating into value for clients. They could ask where AI is reducing hours and if that time being reinvested in higher-value work for the client, redirected to new business development or simply absorbed as margin. Responses may become the raw material for a credible value narrative that firms can use in pitches and relationship reviews. Firms that can answer these questions with specifics rather than generalities will convert adoption into a differentiator rather than a defensive talking point.

Clients Must Understand Your Data Security and Privacy Policies

Confidentiality and data security will always matter more than efficiency gains. Thomson Reuters reports that 96% of legal professionals require safeguards for confidential data before accepting AI-assisted work, and 94% require that outputs be supported by authoritative, verifiable content. The same report found that data security concerns are the second largest barrier to AI adoption cited by legal professionals, behind only accuracy.

The demand for security controls has not stopped the widespread usage of unvetted tools. In its survey of more than 1,800 professionals across law, tax, audit, compliance and risk, Thomson Reuters found that 34% of professionals report using unauthorized (“shadow”) AI tools in ways their organizations are unable to see.

Firms that can clearly address security and privacy questions can turn a potential objection into a trust-building conversation. Include the specific vetted and approved platforms, how data is segregated, whether outputs are auditable and who governs internal AI policy. Marketing teams should have this content approved and ready to go at a moment’s notice.

Practical Takeaways for Marketing and Business Development Leaders

Build an AI story bank. Work with practice groups to document two or three concrete examples where AI supported a client matter, including the outcome. Set a calendar reminder to revisit these examples with your attorneys quarterly (or more frequently as needed).

Shift language from AI capability to client value. Coach attorneys to connect their use of AI directly to time saved, cost impact or turnaround speed rather than solely describing the technology and how it was used.

Prepare a security talking-points sheet. Equip attorneys with plain-language explanations of the firm’s data governance policies, approved platforms and confidentiality safeguards. Build and regularly review the firm’s standard responses to security-related questions for RFPs, pitches and inquiries.

Close the visibility gap. Many in-house teams report limited visibility into their outside firms’ AI use. Consider including core AI positioning in pitches, RFP responses and relationship reviews rather than waiting to be asked.

Treat this as an ongoing conversation. Client expectations on AI are moving quickly, and internal client alignment on AI policy is often inconsistent. Revisit and refresh the firm’s story, cost narrative and security messaging quarterly.

Attorneys who approach client conversations with a clear, specific and confident AI narrative will demonstrate the kind of forward thinking clients are looking for.

Rhonda Ulrich is a senior marketing leader and legal industry content strategist who leads Poston Communications’ AI service offering. She brings more than two decades of experience driving brand cohesion, business development impact and revenue growth for Am Law 100 firms and professional services organizations.

Beth Huffman, a managing director at Poston Communications, has more than 40 years of experience in communications, media and marketing. She has spent the last two decades helping major law firms, legal organizations and their global clients create strategic narratives that elevate their reputations and work.