P2P

16 AI maturity is fundamentally a question of competitive positioning. Firms that build real capability gain an economic edge. They deploy knowledge more effectively, reduce friction across workflows, and deliver more consistent work without diluting professional judgment. As the cost of certain forms of intelligence falls, the advantage shifts to those who can integrate it into how work is actually performed. The client dimension is equally important. Buyers are becoming more exacting about outcomes and process. They want to understand how work is produced, how risk is managed, and where technology sits within that process. Firms that can offer clear, defensible answers will command greater confidence and stronger relationships. There is also a talent implication. Lawyers entering the profession will expect access to modern systems that allow them to focus on higher-value work. Firms providing this environment will better attract, develop, and retain them. These forces converge on a simple conclusion: AI maturity is not about adoption, but capability. It is the ability to translate cheaper, abundant intelligence into better legal outcomes. That capability will distinguish leading firms from followers. ABHIJAT SARASWAT Abhijat Saraswat is the Chief Revenue Officer at Lupl. In his role, he helps lawyers spend less time managing work and more time doing the work. Ab is also the Founder of Fringe Legal, through which, for the last five years, he creates cutting-edge content for legal innovators focused on putting ideas into practice. He is a Barrister (non-practicing) and was called to the Bar of England and Wales in 2015. Abhijat has worked for several large multinational corporations across a range of sectors and holds a Bachelor's Degree in Forensic Science and Neuroscience from the University of Keele, UK. AI MATURITY AS COMPETITIVE ADVANTAGE 6

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