LexisNexis is deepening its relationships with large law firms by moving well beyond traditional subscription management and into active, hands-on strategic partnership.
Tony Muljadi, who leads the large law practice at LexisNexis, says the company is placing a growing emphasis on soft skills and interpersonal relationships to guide firms through AI adoption.
The company has expanded its “white glove service” for law firms using Lexis+ with Protégé, its AI platform covering research, drafting, and analytics.
LexisNexis is growing its cadre of Strategic Business Development Leads and Legal Engineers, who work closely with law firm clients to guide meaningful adoption of AI tools.
These legal engineers understand both legal practice and how large law firms operate, enabling them to become trusted advisers who help attorneys fully leverage Protégé.
“Lawyers get a peer, someone who’s had meaningful experience at a peer firm but who’s also spent time at LexisNexis and has a technology interest and skill set,” Muljadi says.
“The attorney can say exactly how the firm wants an item to be accomplished, and the legal engineer can understand the goals and integrate Lexis’ capabilities directly into the workflow.”
Where client conversations once centred on annual renewals, tracking deadlines, and negotiating rates, they now focus on helping firms navigate the rapid changes sweeping the legal industry.
“The relationship used to be centered around features and the renewals, but today it’s much more about helping firms navigate change,” Muljadi says.
LexisNexis representatives now conduct far more frequent in-person check-ins to stay current with fast-moving developments in legal technology and the broader business of law.
“Even if we don’t have an immediate opportunity, we can at least be a thought partner, and provide some knowledge to the customer about what we’re seeing,” Muljadi says.
Muljadi also points to AI as a significant equaliser, allowing startups to emerge quickly and compete meaningfully within the legal technology market.
“AI has been quite the equalizer in terms of allowing startups to come out of nowhere and drive value for the legal industry,” he says.
Over time, Muljadi expects a convergence of technology capabilities across law firms, with virtually all having access to AI-powered tools from providers such as Anthropic or Google.
With that convergence in mind, LexisNexis is continuing to expand its proprietary content repository and invest in authoritative assets including Shepard’s and Law360.
The company recently launched a New York City Innovation Lab and maintains a programme where it co-builds AI-powered systems with its largest law firm partners.
“A few years ago, it was enough to deliver great software. Today, firms expect a strategic partner who helps them navigate AI and transform how legal work gets done,” Muljadi says.
On the question of efficiency, Muljadi notes that technology is helping firms eliminate unbillable written-off hours and streamline nonbillable work such as business development processes.
“It’s interesting the way law firms are evolving their approach and strategy, and to some extent that shifts how we talk about our value,” he says.
Muljadi himself joined LexisNexis in 2017 after earning a Harvard MBA and completing stints in consulting and financial services, before returning as head of its large law firm business unit in 2024.
“The best advice I ever got as a general manager was to fill your chessboard with all of the skill sets you need,” he says. “Once that chessboard is filled up, you’re ready to attack, and you’re ready to play.”