The Client-Led Revolution in Law: Insights from Matthew Peters
- Cosmonauts Team
- Oct 27
- 5 min read
In an era where clients - not firms, define the rules of engagement, the legal enterprise is being re-engineered from the inside out. What once revolved around precedent and process is now being rebuilt around purpose, performance, and client value.
Leading this conversation is Matthew Peters, National Leader of Transformation at McCarthy Tétrault, who will share his perspective at Future Lawyer Canada during the panel “Rethinking the Legal Enterprise: Strategy and Structure in a Client-Led Era.”
A 2019 Lexpert Zenith Award honouree recognized as a “Change Agent in Law,” Matthew has been instrumental in reshaping how one of Canada’s top firms aligns talent, technology, and governance to deliver meaningful outcomes for clients. In this interview, Matthew shares practical strategies for law firms to deliver client value, rethink talent development amid technological change, and stay agile as client expectations rise. Enjoy!
As the National Leader of Transformation at McCarthy Tétrault, what is your primary focus? Is it on technology, business processes, or a combination of both?
MP: Our main focus is on how we can deliver meaningful value to our clients. This principle informs every decision we make - from how we attract, develop and retain talent, to how we design processes and adopt technology. In today’s environment where the traditional apprenticeship model is starting to break down, we’re reimagining how we equip our teams with the tools and insights they need to help clients stay competitive. Thinking through this lens, that means leveraging data not just for efficiency, but for strategic advantage. It also means embracing and effecting change management in a way that brings everybody along – ensuring alignment across the firm. We are constantly evaluating which strategic relationships out in the market give us access to better tools and data, and how our pricing and compensation models can be structured to reinforce client-centric outcomes. Ultimately, our strategy is about aligning all of these elements – talent, technology and process – to create an environment that drives value for clients.
You've been recognized as a "Change Agent in Law."(2019 Lexpert Zenith Awards) What do you see as the most significant change happening in the legal industry right now?
MP: One area that deserves much more attention is the impact we are now seeing on the apprenticeship model. For centuries we have essentially developed lawyers in the same way: Go to law school, followed by hands-on experience under the guidance of more experienced lawyers. With the rise of advanced tools and technologies, some of the work that articling students and young associates do can now be automated or streamlined. If they don’t get that foundational experience researching or drafting agreements, etc., how will they develop into trusted advisors? This shift has significant implications for the future of legal expertise, and it’s one that we are actively addressing internally by rethinking how we are training and supporting our younger lawyers. One example is the creation of our new Professional Journey Office, which supports our lawyers throughout every stage of their careers with McCarthy Tétrault. But across the legal industry as a whole, I think this is an important topic that warrants more attention. It’s important to ensure that the next generation of lawyers is properly equipped not only with the technical skills, but with the judgment and strategic insight that will set them up for future success.
How does your background as a partner in the Technology Group influence your role in driving firm-wide innovation?
MP: I have been fortunate to work closely with many incredible clients in the technology industry. This has given me a front-row seat to world-class leadership around things like change management – from strategic risk-taking to the importance of culture, collaboration, and a relentless focus on excellence. What’s especially rewarding is seeing those same principles reflected within McCarthy Tétrault at all levels. Our partners are aligned around these same points, which means that it is not just one person driving innovation, but an organization that is embracing it. Instead of trying to lead this from the front, I get to work with a team that supports innovation from behind. That collective growth mindset is what enables us to evolve meaningfully and deliver great value to our clients.
The panel's topic, "Strategy and Structure in a Client-Led Era," is at the core of your role. What does a "client-led era" mean to you, and how does it differ from traditional law firm models?
MP: In the past, law firms and lawyers have had a monopoly over legal knowledge and advice – but that is no longer the case. Today, we live in a world where legal information costs are approaching zero, and clients have more choice, more insight, and higher expectations than ever before. That means the role that law firms play needs to evolve accordingly. More than ever it’s critical that law firms focus on value, invest in technology, leverage their data, develop the next generation of talent in a new way and ensure that their experts are solving real client problems, not just delivering legal advice. There is a big role for law firms to play in this new world, shaped by the real needs of our clients — and parts of this are counterintuitive for the legal industry. For example, firms need to be investing more resources than ever in technology that will reduce billable hours – because doing so creates better outcomes for clients. This kind of thinking reflects a deeper alignment with client priorities. That, for me, is what the client-led era now means. It means that we are now past just talking about “clients being at the centre of what we do” and we are in the era of clients truly being in the centre. The effect of that is more mobility (up and down) between law firms, and those firms that are able to adapt will thrive. Those that cling to the past will not.
What do you hope the audience will take away from the discussion about the relationship between law firm strategy and client satisfaction?
MP: Law firm strategy needs to start with a clear understanding of client needs and work backwards from there. It’s about asking the right questions: What problems are clients trying to solve? And how can we help them navigate those complexities in a way that adds real value? As legal information becomes more accessible and alternative legal service providers continue to permeate the market, law firms must sharpen their focus on what truly differentiates them. That means investing in areas where we can add unique value like deep expertise, data-driven insights and systems that clients themselves cannot achieve scale at. And as the pace of change accelerates, the governance model for the law firm starts to play a bigger and bigger role. Law firms that can pivot, effectively make strategic decisions and execute on those decisions will be at an advantage in seeking ways to deliver meaningful client outcomes. Client satisfaction isn’t just a metric; it’s a reflection of how well a firm aligns its strategy with the evolving needs of its clients.
Matthew Peters makes it clear that the client-led era demands that law firms evolve from knowledge providers to strategic value partners.
His work is a masterclass in how to align every aspect of a top-tier firm, from talent development to technology investment around the single goal of solving clients' most complex problems. The time for just talking about client-centricity is over; it’s time for measurable action and strategic investment.
To understand the core strategies and governance models necessary to make this critical pivot, be sure to catch Matthew Peters on the "Rethinking the Legal Enterprise" panel at Future Lawyer Canada.
Private Practice and In-House professionals can claim complimentary passes to learn, connect, and be part of shaping the future of law.
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