Osler, Hoskin & Harcourt LLP has long been recognized as one of Canada’s most forward-looking law firms, and much of that reputation stems from its willingness to rethink how legal services are delivered.
At the heart of that effort is Natalie Munroe, Chief of Osler Works – Transactional & Legal Operations. From leading Osler’s in-house alternative legal service provider for complex transactions to driving enterprise-wide innovation through legal operations, Munroe sits at the intersection of technology, process, and practice.
In a conversation with Legaltech.ca, she shares how Osler is embracing generative AI, building new kinds of legal operations teams, and balancing speed with responsibility in adopting emerging technologies. Munroe also offers a candid view of how innovation is reshaping the skills lawyers need, the pace of change across the firm, and what excites her most about the future of legal practice.
Osler has been proactive in exploring AI tools and applications. How are you seeing AI make a tangible difference in legal work today — both in productivity and in the client experience?
NM: We have been using AI for several years, and I would consider us a leader in our use and knowledge of AI. The use of AI in legal practice is not a recent development — technologies such as machine learning and natural language processing have delivered tangible improvements in workflows such as eDiscovery, document review and due diligence for several years.
However, the earlier AI tools were largely task-specific and, as such, their scope was inherently limited. Generative AI offers significantly greater functionality and versatility, which increases the range of possibilities for how we can apply it to legal practice. It can be applied across all practice areas to optimize and improve workflows.
For clients, this means there are significantly more opportunities for their outside counsel to leverage AI to enhance legal work. It means improved efficiency and more effective advice. The best results come from pairing human judgment with AI-driven analysis — it allows us to scale in certain areas of our business and if we are more efficient, we can do more for our clients.
The firm launched a dedicated legal operations team in 2022. Can you share how that team is structured, the types of projects it leads, and the impact it’s having across the firm?
NM: We launched our dedicated legal operations team in 2022 with a clear mission to drive transformation both at the enterprise level and within our transactional practices. The team is organized into six functional groups, focusing on Firm-wide as well as practice-specific projects. At the practice level, our goal is to work with our market-leading practice groups to transform how we provide legal services to our clients. From small to large projects, there is a significant focus on using AI to drive better outcomes for our clients and our teams.
With the rapid rise of AI adoption, how is Osler approaching issues of data security, governance, and responsible use of these technologies?
NM: We take data security and responsible AI use very seriously at Osler. Any software we deploy for our legal professionals goes through a thorough security and privacy evaluation and it must meet strict requirements and that includes those set out by our clients. We also regularly audit and monitor how AI systems are being used. We’ve put in place strict, industry-standard security measures to make sure our teams comply with established polices and frameworks that help mitigate risks.
Additionally, we’ve established a Responsible Use of AI Policy at Osler which sets out clear principles and obligations for everyone who works at the Firm. Any work product created with AI is always reviewed by a human before it goes to clients, the courts or the public. We also work closely with our Technology and Privacy practice partners to stay on top of best practices for governance and responsible use. We’re always adapting as the landscape evolves.
You’ve been involved in Osler’s innovation journey for many years. What are some of the biggest changes you’ve seen in how the Firm approaches technology, and how would you describe the pace of change today?
NM: I’ve been fortunate to be part of a Firm that prioritizes technology and consistently encourages innovation across all areas. What’s been particularly exciting in recent years is the level of enthusiasm. Leadership and partners across all offices and practice areas are actively involved in exploring innovative use cases and pushing the boundaries of what the tools can achieve.
The pace of change has picked up dramatically. Generative AI has been a true game changer. Tools are no longer confined to specific practice groups or workflows — rather, these new tools are making an impact across the Firm.
As AI becomes part of everyday legal practice, how is Osler thinking about the skill sets needed for the next generation of lawyers and legal professionals? Are you seeing demand for new kinds of roles?
NM: We’re putting a lot of thought into how we hire and train today’s lawyers to become tomorrow’s experts. It’s not just about building strong legal knowledge anymore — we’re also focusing on technical proficiency and making sure our lawyers are comfortable integrating technology tools into their practice. We’re investing in innovative training programs at every stage of professional development. The interplay between legal expertise and technical know-how is only going to become more important, so we’re committed to preparing our people for whatever comes next.
For years, we’ve been creating positions that didn’t previously exist, and we fully expect this trend to continue. While the demand for new roles isn’t a new phenomenon, the pace at which these roles are emerging is likely to accelerate as the landscape evolves.
Legal technology is evolving quickly, but firms also need to be measured in adoption. What excites you most about where innovation is headed at Osler, and how do you balance speed with prudence?
NM: What excites me the most about using new innovative approaches to legal work at Osler is that we can get far more creative with the solutions we can leverage for client work. We’re able to deliver more tailored, efficient and proactive services than ever before. It’s inspiring to see our lawyers working collaboratively across practice areas, developing innovative workflows and really pushing the boundaries of what’s possible.
At the same time, we know it’s important to balance speed and enthusiasm with careful, measured consideration. Our procurement process includes thorough security and data privacy assessments, and we always conduct extensive due diligence before rolling out new initiatives. New technologies are tested in controlled pilot programs so we can make improvements and minimize any disruptions or risk. By bringing together experts from our legal practices and operational group, we make sure every new tool or process meets our high standards before it is fully implemented.
If your firm is charting its own path in AI, innovation, or legal operations — and you’d like to share what you’ve learned — we’d be honoured to feature your voice here on LegalTech.ca. Contact us at rob@legaltech.ca or DM via LinkedIn to start the conversation.