How The Law is Adapting in The Age of AI: A Conversation with Source Co-founder Peter Workman – Ashique Prince, University of Leicester

Artificial intelligence (AI) has changed everything as we once knew it. Industries are rapidly evolving and adapting to modern technologies (Tracy, 2025). Geoffrey Hinton, hailed as the “godfather of AI,” previously argued that “the threat would come in 30 to 50 years or even more”; however, he “no longer believes that…” (Hinton, 2023).

The legal sector is undergoing significant transformation, with changes that may reshape the profession in the near-future. AI has altered how lawyers traditionally research the law.

To help students navigate these developments and understand what the legal industry now demands, the University of Leicester’s Pro Bono society (Insight Project) spoke with Peter Workman, a corporate lawyer with experience in corporate M&A and business growth. Peter has worked at leading firms including Freshfields and Herbert Smith Freehills. He later became a partner at PwC and then at KPMG.

He is currently the founder of a leading start-up in the legal industry. Source is a new model that connects experienced lawyers with businesses in a cost-effective and flexible way for organizations that require specialized legal services.

Aspiring law graduates often fear that AI might replace future lawyers (Juris Education, 2025). Although AI is rapidly advancing, human oversight remains essential. Peter indicates that technology should be used as a tool for empowerment rather than as a replacement. Technology exists to facilitate operational efficiency.

He emphasized that professionals should “work alongside technology” because “it frees up more time for individuals to focus on what they are good at: exercising judgment, reading tone, and understanding context.” He also notes that “smart use of AI is essential, but it is about approaching it with the right attitude rather than fear.” This insight highlights the importance of exposure to AI as it is essential to instill principles of discretion and ethical decision-making when using technology.

Peter highlights the concept of reverse automation. This idea suggests that as AI models become more divergent and specialized, it reveals the areas where humans remain indispensable. The Harvard Law Review (2025) supports this, explaining that greater technological capability makes the uniquely human aspects of legal work more visible, especially tasks involving contextual judgment, ethical interpretation, and accountability. The human element is also central to Peter’s legal venture. In regulated fields (i.e. law, medicine), human oversight is a necessity.

Source demonstrates the balance between technology-driven work and human involvement. The firm relies on more than 400 experienced lawyers who take on short-term or project-based assignments for companies and law firms. Peter emphasised that the business model is “people-driven” and that “relationships come first.” This highlights the fact that businesses are multi-dimensional and it is essential to consider intrinsic and extrinsic factors to ensure viability.

One lesson from this conversation is that innovation does not always equate to complexity. It is often about collaboration, delivering value, and applying contextual understanding through an empathy-based approach. Experienced lawyers ensure high-quality client service and uphold the integrity of the profession by navigating complexity amidst the changing landscape of the profession.

When asked about how technology fits into the firm’s operations, Workman described a model built on three equal pillars: people, process, and technology. Source “works with tech providers and partners with them to deploy solutions that combine people and technology. Increasingly, that is how in-house legal teams solve resourcing problems.” This illustrates how the next generation of legal services will rely on integrated solutions that streamline routine work while allowing lawyers to focus on analysis, negotiation, and strategy.

Although the industry is increasingly technology-driven, human skills remain the foundation of the profession. Workman states that “technology helps with efficiency, but the human connection for client relationships, judgment, and reading tone is not something that machines can replicate.”

This concept applies beyond the legal field. In medicine, predictive AI supports diagnosis and treatment planning, but it cannot replace the doctor-patient relationship, which depends on trust, compassion, and emotional intelligence (Kingsford, 2024). In education, AI can provide instant information on countless topics, but it cannot replicate a teacher’s ability to motivate students, respond to their emotions, or create a sense of belonging and curiosity (Chan, 2024).

For students, staying competitive in a technology-driven market is essential. Workman indicated that it is important to “focus on your core legal skills and do them well. Those will always be important.” AI will not replace lawyers, but it will shift their role toward judgment, client care, and understanding nuance. Alongside technical skills, students should become AI-literate. He advises that “awareness of the tools can always be useful,” reinforcing the importance of learning how to prompt and optimise learning.

Workman also returned to a timeless concept for aspiring lawyers: commercial awareness. He explained that it is important to understand how the firm operates, who its clients are, and how work is delivered. Reading about new regulations, technologies, and challenges in the relevant sector is also beneficial. Recruiters value curiosity and well-reasoned thinking over rehearsed responses. “Have a view and be well reasoned.” This demonstrates genuine value.

Reflecting on his career, Peter discussed memorable experiences such as advising on the Universal Music Group deal during a turning point in the music industry. This work required collaboration with specialists, including music lawyers and regulatory experts.

Peter maintains a grounded perspective on what sustains long-term success in law. He explained that the career “became self-reinforcing” through his experiences, which were “rewarding, sometimes brutal, but always fascinating.”

His closing message to aspiring lawyers is to “work hard and be curious. Ask questions whenever you can,” because “curiosity will open doors for you to learn and build your network.”

Peter Workman’s journey shows that innovation in law is not solely driven by technological advancements or automation. It is shaped by individuals who learn, adapt, and stay curious. For aspiring lawyers, his message is clear: combine strong legal skills with a thoughtful understanding of technology, nurture genuine curiosity, and embrace change as an opportunity for growth. This mindset will redefine what it means to practise law in a digital age.

References

Chan, C. K. Y. (2024). Will generative AI replace teachers in higher education? A survey of perspectives. Computers & Education.

Harvard Law Review. (2025, April 10). Introduction: Artificial intelligence (Vol. 138, No. 6). Harvard Law Review. https://harvardlawreview.org/print/vol-138/introduction-10/

Hinton, G. (2023, May 2). Geoffrey Hinton quits Google and warns of dangers of AI [Interview]. Research Live. https://www.research-live.com/article/news/geoffrey-hinton-quits-google-and-warns-of-dangers-of-ai/id/5111862

Juris Education. (2025, August 12). 1 in 5 aspiring lawyers worry AI will replace their jobs. Juris Education. https://www.juriseducation.com/blog/1-in-5-aspiring-lawyers-worry-ai-will-replace-their-jobs

Kingsford, P. A. (2024). Artificial intelligence and the doctor–patient relationship. The American Journal of Medicine.

Tracy, P. (2025, April 2). AI is changing innovation — here's how. Cambridge Judge Business School. https://www.jbs.cam.ac.uk/2025/ai-is-changing-innovation-heres-how/