How The Law is Adapting in The Age of AI: A Conversation with Temple Bright 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 new 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 will reshape the profession entirely. AI has altered how lawyers traditionally researched the law and has also influenced the client and lawyer relationship.

To help students navigate these developments and understand what the legal industry now demands, the University of Leicester Pro Bono Insight Project spoke with Peter Workman, a corporate lawyer with extensive 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 co-founder of a leading legal-tech start-up. Source by Temple Bright 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 explains that technology should be used as a tool for empowerment rather than as a replacement.

He emphasises that we should be “working alongside technology” because “it frees up more time for humans 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.”

Peter highlights the concept of reverse automation. This idea suggests that as AI becomes more capable, 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-tech venture.

Source by Temple Bright 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.”

One lesson from this conversation is that innovation does not always mean creating complex technology. 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.

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 piece around 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 and 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 AI effectively and using it to 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. He emphasised that recruiters value curiosity and well reasoned thinking over rehearsed responses. “Have a view and be well reasoned.” This demonstrates genuine value to recruiters.

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 numerous specialists, including music lawyers and regulatory experts. Despite his successful career, 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 Leicester students, 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). GeoArey Hinton quits Google and warns of dangers of AI [Interview]. Research Live. https://www.research-live.com/article/news/geoArey 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/