For years, junior lawyers in Ontario and beyond have built their careers on long hours spent reviewing documents, researching case law, and handling the repetitive but necessary tasks that keep law firms running. However, artificial intelligence is set to transform the way law firms operate—and with it, the very foundation of how legal services are billed.
At Russell Alexander Collaborative Family Lawyers, we’ve always been at the forefront of innovation in family law. While our practice emphasizes collaboration over litigation, the role of technology in law is something every lawyer—junior or senior—needs to consider.
AI, like legal research and document automation tools, is already making waves in large firms, and as platforms like Harvey gain traction, we’re seeing a shift in how legal work is done. Instead of replacing lawyers, AI is reshaping their responsibilities, allowing them to focus on more strategic and high-value tasks.
AI and the Changing Role of Junior Lawyers
Traditionally, junior associates have spent the first years of their careers handling time-consuming, manual tasks—scouring case law, sifting through discovery documents, and preparing the groundwork for more senior lawyers to make strategic decisions. This is often seen as a rite of passage, a necessary step in climbing the legal ladder.
But as AI becomes more sophisticated, many of these tasks can now be completed in a fraction of the time. Rather than spending weeks poring over documents, young lawyers can leverage AI-assisted tools to analyze key legal arguments in hours or even minutes.
The result? Instead of waiting years to engage in high-level legal strategy, junior lawyers may find themselves interacting with clients and making key decisions much earlier in their careers.
For family lawyers, this could mean shifting from purely administrative work—like summarizing financial statements or drafting basic agreements—to more substantive client advocacy, negotiating settlements, and crafting innovative legal strategies.
What Does This Mean for the Billable Hour?
The legal profession has long debated whether AI would eventually lead to the death of the billable hour. If technology can complete a task in seconds that once took hours, how can firms justify billing clients the same way?
The reality is likely more nuanced. AI may reduce the number of billable hours needed for routine legal work, but it may also increase the value of the remaining billable hours. Clients may pay more for the specialized, strategic work that AI cannot replicate—such as legal analysis, negotiations, and courtroom advocacy.
For instance, in a complex Ontario divorce case, AI might streamline the process of gathering financial disclosure, but the strategic decision-making—how to divide assets, determine spousal support, or navigate the nuances of child custody—will still require human expertise. The result? Fewer hours billed at higher rates, reflecting the premium on specialized legal knowledge.
Some firms may move toward hybrid pricing models, where AI-assisted tasks are offered at flat rates, while high-stakes legal work continues to be billed by the hour. Others may fully embrace alternative fee arrangements, where the focus shifts from time spent to results achieved.
A New Era for Family Law?
At Russell Alexander Collaborative Family Lawyers, we recognize that technology is reshaping the practice of law. While AI can streamline processes and enhance efficiency, the essence of family law remains deeply personal. Divorce, parenting arrangements, and financial decisions require human judgment, empathy, and negotiation skills—qualities no AI can replicate.
However, by leveraging AI tools to reduce time spent on repetitive tasks, family lawyers can focus more on what truly matters: helping clients navigate one of the most difficult periods of their lives with clarity, efficiency, and compassion.
The legal profession is on the cusp of a major transformation. Instead of fearing AI, lawyers—junior and senior alike—should see it as an opportunity to elevate their work, focus on higher-value tasks, and ultimately provide better service to their clients.
