Artificial intelligence has moved from conversation topic to daily workflow tool in Am Law 200 marketing departments. Business development managers, communications professionals and technology staff are using AI across their daily tasks, regardless of whether their firms have adopted formal policies. Have law firms’ talent strategies adjusted for this reality?  

Leveraging AI can help marketing professionals focus on higher-value work, but only if firms hire the right people, train them well and build a culture where AI is used strategically and responsibly. 

This is a closer look at three key functions and how to get them right.  

Business Development and Marketing Managers: From Researchers to Executive Advisers 

The efficiencies that come from having instant access to business, industry and competitive intelligence changes the landscape for business development and marketing managers. This shift enables greater runway for legal marketing professionals to interpret findings, identify opportunities and bring practice-specific recommendations directly to partners. It also requires business-savvy professionals who can identify the inevitable errors and hallucinations.  

In the era of AI, firms should seek experienced candidates who can parse the nuances of the firm’s or partners’ differentiators while forging trusted relationships at all levels. Using AI for research and analysis is now table stakes. Managers also need the executive presence to walk into a partner meeting and confidently present their findings along with actionable recommendations.  

CRM and Technology Staff: Data Quality Comes First 

AI tools will not perform well using the messy data found in many law firm marketing departments. With the availability of AI-assisted platforms for relationship intelligence, pipeline reportingand client analytics, it is more urgent than ever for firms to address the issues with their relationship data.  

The challenge is that cleaning data takes time, and the pressure to deploy AI is not letting up. Firms shouldn’t wait for perfect data before investing in AI. The better approach is to start now — clean what you can, govern what you build and keep improving. Data quality is an ongoing discipline, and the firms treating it that way will get the most value out of their AI investments. 

CRM and technology professionals are increasingly being asked to expand their traditional roles to lead firmwide data cleanup initiatives. This means auditing records, standardizing how data is entered and building governance frameworks that keep information accurate over time. This is the necessary work that establishes a solid foundation for every other AI initiative.  

Most CRM systems still require data pulls in specific formats, AI cleaning externally and manual reloading. Until that changes, firms continue to need professionals who can manage these workflows with precision and adapt as the technology continues to change.  

The work becomes more impactful as the quality of the data improves. AI can simplify routine reporting, flag relationship gaps and surface cross-selling opportunities that would take a human analyst many hours to find. Firms hiring in this area should look for candidates who understand both the practical use of AI and its limitations within CRM systems.  

Communications Teams: Faster Drafts, Sharper Editing 

AI has already changed the pace of work for communications and design professionals. A first draft of a press release, attorney biography or website practice description can be generated in minutes and in line with a firm’s style guide. Teams can also instantly flag any noncompliance with either the Associated Press or Chicago style, albeit with occasional hallucinations.  

AI solves the problem of starting from a blank page, particularly at firms that require staff to handle a high volume of work throughout the day. As creativity and energy levels fluctuate, writers can produce a respectable first draft using notes from a partner conversation and relevant background. Public relations and content professionals can then spend more time delving into the work that requires real editorial judgment: shaping a partner’s voice, developing a media pitch, providing media training or proactively managing thought leadership. 

We recommend firms develop comprehensive policies, including standard operating procedures, which should include requirements for team training and prompting best practices. SOPs will help firms produce consistent firm messaging as they establish clear expectations for when the AI and human are involved in creating, editing and finalizing.   

To be clear: Only humans can make law firm marketing content shine. While AI tools can be trained on a firm’s style guide and background, human review and tweaking ensure the piece reflects the firm’s voice or brand identity, including a partner’s communication style, the strategic intent behind a practice group’s positioning or the sensitivities of a client relationship.  

It is not enough for candidates to be comfortable with using AI drafting tools. Firms recruiting PR and communications professionals should seek experienced writers and editors who have the editorial judgment to know when the output must be strengthened and the skills to improve it. Efficiency is valuable, but the ability to work effectively is essential. 

Training, Governance and the Culture Question 

The adoption of AI tools and the speed at which they are evolving are shaking our industry at its core. Firm leadership, including marketing leaders, should address their staff’s concerns directly and in group settings. The message should be clear: AI makes good professionals more effective, and using it well makes them more valuable to the firm.   

Team training should focus on three areas: 

1. Tool proficiency – using each platform effectively. 

2. Firm governance, confidentiality and privacy – permissible uses of firm information 

3. Critical review – evaluating AI outputs for accuracy, tone and appropriateness before they are used. 

Written guidelines and processes matter. Professionals who understand the rules and why they exist are more likely to use AI responsibly and raise issues or concerns. Regular team check-ins and training that include examples of both “blue ribbon” and inadequate content can set expectations and help boost the team’s confidence in using these tools.   

New Roles and Smarter Use of Existing Talent 

One of the top benefits of AI adoption is the opportunity to evolve the marketing department’s structure without a proportional increase in headcount costs. While this may mean the realignment of certain roles, it can and should be presented as an opportunity for individual growth.  

Several Am Law 200 firms have already created positions focused specifically on AI content workflows, including professionals who manage prompt libraries, develop internal processes, design and execute training programs, and maintain brand consistency across AI outputs. These professionals can serve as valuable resources for the entire firm. Other firms are carving out marketing technology roles with a specific focus on AI tool integration, vendor management and governance. 

What This Means for Leaders Now 

A sound talent strategy must reflect AI’s impact on roles at all levels of a law firm marketing department. Firms should screen every candidate for AI fluency, invest in training that empowers staff and build firm policy that protects the firm and its clients. Leaders should document and report efficiency gains while guiding their teams toward higher-value contributions, such as developing industry expertise and strengthening client retention. Firms that move with intention now will build stronger, more resilient teams that will continue to adapt while driving the firm’s growth.  

Learn more about PostonAI and our services here.

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.

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.