Staci Zaretsky (SZ)<\/u><\/strong>: As co-founder of the Women\u2019s Affinity Group and now the firm\u2019s first female managing partner, how do you continue to foster a culture of inclusion and provide leadership development for women and underrepresented attorneys \u2014 especially at a time when DEI is facing external pushback?<\/strong><\/p>\n Jaime Drozd (JD)<\/u><\/strong>: Davis Wright Tremaine has a long history of empowering women leaders. Two of our four executive committee chairs over the past 15 years have been women, as are many of our practice group and office leaders. I\u2019m proud to build on that foundation as the firm\u2019s first female managing partner and proud to be part of a growing community of women leading Am Law 100 firms. I hope that others who might not have seen the possibilities for themselves \u2014 especially those who\u2019ve felt underrepresented \u2014 can see a path to law firm leadership in their future.<\/p>\n Although diversity, equity and inclusion are under attack today, our firm remains committed to the culture that we have very intentionally established here. For excellent lawyers who want to build successful practices serving clients on our platform, we have created an atmosphere of openness, acceptance, and support. Our culture and values long predate the term \u201cDEI,\u201d and they are not going to change. We will continue to invest in developing our people, which includes programs focused on both analytical and soft skills that are essential for successful lawyers.<\/p>\n SZ<\/u><\/strong>: You\u2019ve integrated AI into the firm\u2019s practice through De Novo, your lean technology innovation team, at a pivotal moment for legal technology. What have been the biggest challenges and opportunities in integrating new technology like AI, and how are you preparing lawyers to use it responsibly?<\/strong><\/p>\n JD<\/u><\/strong>: We launched De Novo in 2014 to combine lean management principles with creative thinking about technology, and it has positioned us well for this moment of AI transformation. De Novo is driving innovation on two different fronts \u2014 building proprietary tools that solve client problems, and also leading changes in the way we use technology at DWT. Within the firm, we\u2019ve arrived at a real sweet spot in which we\u2019re introducing homegrown innovations as well as using existing technology on the market that makes sense for us.<\/p>\n The biggest area of challenge and opportunity for our firm (and others) may be one and the same: identifying the best points in our workflow to integrate AI in service of our clients. We\u2019re approaching that in part through formal training, which, in addition to teaching our lawyers how to use AI responsibly, addresses client-facing use cases. Equally important is what I call \u201cdisruptive learning,\u201d where we encourage peer-to-peer sharing and real-time experimentation. Some of our most valuable progress has come from tapping the experience of attorney leaders and power-users of AI to discover and drive the adoption of valuable uses of AI.<\/p>\n I\u2019m especially excited about AI\u2019s potential to enrich junior-lawyer development. For too long, talented young lawyers have spent their early years on repetitive work. AI can help shift that model, giving junior lawyers earlier exposure to higher-value, judgment-based tasks \u2014 a win for both clients and the next generation of legal talent.<\/p>\n SZ<\/u><\/strong>: With so many forces reshaping the legal industry \u2014 regulatory, geopolitical, technological, even cultural \u2014 what\u2019s your vision for steering the firm forward over the next five to ten years?<\/strong><\/p>\n JD<\/u><\/strong>: DWT has always been a place where exceptional lawyers come to build lasting careers \u2014 and where clients bring their most complex, high-value matters. We\u2019re doubling down on six key industries \u2014 technology, healthcare, financial services, energy, media and entertainment, and food and beverage \u2014 and our stronghold in the Pacific Northwest. At the same time, we\u2019re expanding along the Northeast\u2013Mid-Atlantic corridor and in California to better serve clients nationwide.<\/p>\n My vision builds on what has always distinguished us: our people and our culture. We\u2019re a values-driven firm where colleagues bring their whole selves to the office and are fully committed to serving our clients\u2019 needs. We attract lawyers and business professionals who strive for excellence, who are collaborative, and who have an entrepreneurial spark. Our people have a combination of open-mindedness and hustle, both of which keep us nimble \u2014 a trait that is essential in navigating the pervasive uncertainty in the industry.<\/p>\n Over the next decade, our goal is to stay true to that culture while continuing to evolve to meet the challenges and opportunities of the changing landscape. As we\u2019ve done historically, we want to help clients thrive in times of change and create an environment where our own people can grow and do their best work.<\/p>\n SZ<\/u><\/strong>: Looking ahead, what excites you most about the future of the firm and the profession, and what do you hope your legacy will be as managing partner?<\/strong><\/p>\n JD<\/u><\/strong>: What excites me is the pace of change \u2014 both in the law and in the world that our clients are navigating. The law never stands still, and neither can we. Both the challenge and the privilege of this profession lie in anticipating what\u2019s next and shaping the future, as opposed to reacting to it.<\/p>\n Technology plays a big role in that, now more than ever. AI and other innovations are transforming not just how we work but how lawyers deliver efficient, valuable service. I\u2019m excited by the potential to use tools in a way that strengthens \u2014 not replaces \u2014 the judgment, creativity, and trust that define great lawyering.<\/p>\n As for my legacy at DWT, I aim to leave the firm stronger in every dimension: financially resilient, strategically focused, and even more widely recognized for our excellence and integrity. At the same time, I want this to remain a place of opportunity \u2014 a firm where talented people can see a future for themselves and build fulfilling, balanced lives. If I can be a good steward of that culture and open doors for the next generation, then I will have succeeded.<\/p>\n On behalf of everyone here at Above the Law, we\u2019d like to thank Jaime Drozd of Davis Wright Tremaine for taking the time to help answer some pressing questions on leading a law firm through an unprecedented era of innovation and social change.<\/p>\n Staci Zaretsky<\/a>\u00a0is the managing editor of Above the Law, where she\u2019s worked since 2011. She\u2019d love to hear from you, so please feel free to email<\/a> her with any tips, questions, comments, or critiques. You can follow her on\u00a0Bluesky<\/a>,\u00a0X\/Twitter<\/a>, and\u00a0Threads<\/a>,\u00a0or connect with her on\u00a0LinkedIn<\/a>.<\/em><\/strong><\/p>\n The post From AI To DEI: How Davis Wright Tremaine\u2019s Managing Partner Is Steering The Firm Through Change<\/a> appeared first on Above the Law<\/a>.<\/p>\n Leading a law firm during a time of rapid technological change and heightened political and cultural tension requires balancing innovation with stability, and progress with principle. Managing partners must modernize their firms while at the same time navigating a polarized social climate that affects clients, employees, and the public at large. Decisions are no longer just about business strategy, but about values, ethics, and maintaining trust in an era where missteps can quickly become headlines.<\/p>\n How can a managing partner balance the demand for innovation with the need to preserve traditional legal values? How can a managing partner guide their firm\u2019s public stance on social issues to maintain morale and a sense of purpose among attorneys and staff? Who better to ask than the leader of a prominent law firm?<\/p>\n I recently had the pleasure of chatting with Jaime Drozd<\/a>, managing partner of Davis Wright Tremaine, to get her thoughts on the matter. Just last year, Drozd was unanimously chosen to serve as the first woman to ever lead the firm. With her guidance, the firm has not only remained on the cutting edge of AI adoption, but has also continued to champion diversity and progressive values. Here is a (lightly edited and condensed) write-up of our lively conversation on law firm leadership during a time marked by transformative technological shifts and societal flux.<\/p>\n Staci Zaretsky (SZ)<\/u><\/strong>: As co-founder of the Women\u2019s Affinity Group and now the firm\u2019s first female managing partner, how do you continue to foster a culture of inclusion and provide leadership development for women and underrepresented attorneys \u2014 especially at a time when DEI is facing external pushback?<\/strong><\/p>\n Jaime Drozd (JD)<\/u><\/strong>: Davis Wright Tremaine has a long history of empowering women leaders. Two of our four executive committee chairs over the past 15 years have been women, as are many of our practice group and office leaders. I\u2019m proud to build on that foundation as the firm\u2019s first female managing partner and proud to be part of a growing community of women leading Am Law 100 firms. I hope that others who might not have seen the possibilities for themselves \u2014 especially those who\u2019ve felt underrepresented \u2014 can see a path to law firm leadership in their future.<\/p>\n Although diversity, equity and inclusion are under attack today, our firm remains committed to the culture that we have very intentionally established here. For excellent lawyers who want to build successful practices serving clients on our platform, we have created an atmosphere of openness, acceptance, and support. Our culture and values long predate the term \u201cDEI,\u201d and they are not going to change. We will continue to invest in developing our people, which includes programs focused on both analytical and soft skills that are essential for successful lawyers.<\/p>\n SZ<\/u><\/strong>: You\u2019ve integrated AI into the firm\u2019s practice through De Novo, your lean technology innovation team, at a pivotal moment for legal technology. What have been the biggest challenges and opportunities in integrating new technology like AI, and how are you preparing lawyers to use it responsibly?<\/strong><\/p>\n JD<\/u><\/strong>: We launched De Novo in 2014 to combine lean management principles with creative thinking about technology, and it has positioned us well for this moment of AI transformation. De Novo is driving innovation on two different fronts \u2014 building proprietary tools that solve client problems, and also leading changes in the way we use technology at DWT. Within the firm, we\u2019ve arrived at a real sweet spot in which we\u2019re introducing homegrown innovations as well as using existing technology on the market that makes sense for us.<\/p>\n The biggest area of challenge and opportunity for our firm (and others) may be one and the same: identifying the best points in our workflow to integrate AI in service of our clients. We\u2019re approaching that in part through formal training, which, in addition to teaching our lawyers how to use AI responsibly, addresses client-facing use cases. Equally important is what I call \u201cdisruptive learning,\u201d where we encourage peer-to-peer sharing and real-time experimentation. Some of our most valuable progress has come from tapping the experience of attorney leaders and power-users of AI to discover and drive the adoption of valuable uses of AI.<\/p>\n I\u2019m especially excited about AI\u2019s potential to enrich junior-lawyer development. For too long, talented young lawyers have spent their early years on repetitive work. AI can help shift that model, giving junior lawyers earlier exposure to higher-value, judgment-based tasks \u2014 a win for both clients and the next generation of legal talent.<\/p>\n SZ<\/u><\/strong>: With so many forces reshaping the legal industry \u2014 regulatory, geopolitical, technological, even cultural \u2014 what\u2019s your vision for steering the firm forward over the next five to ten years?<\/strong><\/p>\n JD<\/u><\/strong>: DWT has always been a place where exceptional lawyers come to build lasting careers \u2014 and where clients bring their most complex, high-value matters. We\u2019re doubling down on six key industries \u2014 technology, healthcare, financial services, energy, media and entertainment, and food and beverage \u2014 and our stronghold in the Pacific Northwest. At the same time, we\u2019re expanding along the Northeast\u2013Mid-Atlantic corridor and in California to better serve clients nationwide.<\/p>\n My vision builds on what has always distinguished us: our people and our culture. We\u2019re a values-driven firm where colleagues bring their whole selves to the office and are fully committed to serving our clients\u2019 needs. We attract lawyers and business professionals who strive for excellence, who are collaborative, and who have an entrepreneurial spark. Our people have a combination of open-mindedness and hustle, both of which keep us nimble \u2014 a trait that is essential in navigating the pervasive uncertainty in the industry.<\/p>\n Over the next decade, our goal is to stay true to that culture while continuing to evolve to meet the challenges and opportunities of the changing landscape. As we\u2019ve done historically, we want to help clients thrive in times of change and create an environment where our own people can grow and do their best work.<\/p>\n SZ<\/u><\/strong>: Looking ahead, what excites you most about the future of the firm and the profession, and what do you hope your legacy will be as managing partner?<\/strong><\/p>\n JD<\/u><\/strong>: What excites me is the pace of change \u2014 both in the law and in the world that our clients are navigating. The law never stands still, and neither can we. Both the challenge and the privilege of this profession lie in anticipating what\u2019s next and shaping the future, as opposed to reacting to it.<\/p>\n Technology plays a big role in that, now more than ever. AI and other innovations are transforming not just how we work but how lawyers deliver efficient, valuable service. I\u2019m excited by the potential to use tools in a way that strengthens \u2014 not replaces \u2014 the judgment, creativity, and trust that define great lawyering.<\/p>\n As for my legacy at DWT, I aim to leave the firm stronger in every dimension: financially resilient, strategically focused, and even more widely recognized for our excellence and integrity. At the same time, I want this to remain a place of opportunity \u2014 a firm where talented people can see a future for themselves and build fulfilling, balanced lives. If I can be a good steward of that culture and open doors for the next generation, then I will have succeeded.<\/p>\n On behalf of everyone here at Above the Law, we\u2019d like to thank Jaime Drozd of Davis Wright Tremaine for taking the time to help answer some pressing questions on leading a law firm through an unprecedented era of innovation and social change.<\/p>\n Staci Zaretsky<\/a>\u00a0is the managing editor of Above the Law, where she\u2019s worked since 2011. She\u2019d love to hear from you, so please feel free to email<\/a> her with any tips, questions, comments, or critiques. You can follow her on\u00a0Bluesky<\/a>,\u00a0X\/Twitter<\/a>, and\u00a0Threads<\/a>,\u00a0or connect with her on\u00a0LinkedIn<\/a>.<\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" Leading a law firm during a time of rapid technological change and heightened political and cultural tension requires balancing innovation with stability, and progress with principle. Managing partners must modernize their firms while at the same time navigating a polarized social climate that affects clients, employees, and the public at large. 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