The changemaker mindset isn’t a trend. It’s the bar.

Fifteen years ago, I joined Practical Law Company because I believed technology could make legal work better, not just faster. I’ve spent my career since then inside legal, tax, and compliance teams, watching how corporate functions actually operate day to day. So when people ask me what it means that Thomson Reuters is becoming a technology company, my answer comes from what I see in my own business every day. 

Corporate legal, tax, risk, and compliance teams keep organizations moving safely through complexity. They don’t get to be “almost right.” A missed clause, misapplied regulation, an unverified answer – all carry real consequences for the businesses they serve. When I look at who’s leading through that pressure well, I see the same pattern we celebrate in our Chosen by changemakers stories: people who decide to work differently before they’re forced to.  We’re not just digitizing old workflows. We’re rebuilding the tools these teams rely on to meet a standard worthy of the responsibility they carry. 

Our own research backs this up. The 2026 Future of Professionals Report found that 96% of professionals say AI must safeguard confidential data, 94% say its outputs must be grounded in authoritative content, and 90% say it must produce reasoning that can be explained and defended. Yet the gap between expectation and delivery is stark: 78% of corporate clients say receiving AI-enabled quality improvements from their providers is very important or essential, but only 6% say most or all of their providers actually deliver. 

That’s the thinking behind what we call Fiduciary-Grade AI™: AI built for professionals who operate under real duties of care, not just general productivity gains. It means: 

• Authority you can verify: outputs grounded in trusted, domain-specific content, not the open internet  

• Transparent reasoning: the professional can examine and defend the answer.  

• Accountability that stays human: responsibility never shifts to the tool; it exists to support judgment, not replace it. 

I care about this distinction because I’ve sat across the table from corporate customers who don’t need another AI demo. They need something they can trust with work that matters. Teladoc’s legal team is a good example of what this looks like in practice. Their privacy impact assessments connect directly to the private health data of real patients, so speed can never come at the cost of rigor.

Using CoCounsel Legal, they’ve cut that review process by roughly 60%, reducing what once took five days down to two. Proof that moving faster and moving carefully aren’t in conflict when the technology is built for the responsibility the work carries. Teladoc’s legal team saw CoCounsel Legal as a trusted partner, enabling them to move fast without sacrificing rigor. 

That’s the changemakers story that matters to me:  the general counsel redesigning how their department engages with the business, the tax leader moving from compliance to strategic planning, the compliance team building always-on risk intelligence instead of quarterly reviews. It’s not a technology story. It’s a leadership story, and it’s the one I want my team to write alongside our customers.  

I don’t think the corporate function that emerges from this period will look like the one that entered it. I want us to be part of shaping that change, not just reacting to it.  

That’s still, at its core, why I took the job at Practical Law fifteen years ago. The belief that better tools make better work possible. Fifteen years in, I believe it more than ever. 

The right technology can change everything

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