Canadian Lawyer

FEATURE 12 www.canadianlawyermag.com CROSS EXAMINED it's about people," she says. "We have many different parts to it," including education, engagement, and enhancement. "We do firm surveys … just to make sure that everyone is feeling included and [to try] to address the specific needs of our … people." Technology – and particularly AI – is another area of focus in the strategic plan. "We're taking a really deliberate and measured approach to AI," Fraser says. A pilot group comprised of partners, associates, and students is currently testing external products. "We're trying to … look at the efficiencies, how we can use it to automate routine … [tasks], streamline workflows," all while maintaining strong standards for client confidentiality and data protection. Fraser sees early AI applications working best in areas like document review and due diligence. "What an articling student might have done [for] hours and hours … now AI can do it and pick out keywords and get you the summary in minutes," she says. But she's cautious about how automation might affect traditional training pathways. "The worry, of course, is AI … [taking] over all the jobs that … articling students and young lawyers do … but then, how do we get a senior lawyer providing strategic advice if [they] don't have the opportunity to be an articling student and associate?" Client expectations are also evolving. "Since COVID, there's been … less meetings … now this type of thing where we're meeting online," Fraser says. She adds that the demand for quicker response times and cost predictability continues to increase. Clients are also looking for deeper, industry- specific legal knowledge. Fraser is closely watching the growing presence of US firms in the Canadian market. "We've seen a lot of US firms … come into Canada, either as a branch office of a bigger … [firm] or setting up a separate office," she says. With more cross-border mandates, she believes Canadian firms must be able to match that capability. "We really need to … be competitive with those firms coming in." We l l n e s s i s a n o t h e r a r e a Fra s e r prioritizes. "We regularly have health and wellness workshops … [to] really try and help educate lawyers, remove the stigma," she says. The firm promotes wellness through events and firm-wide social gatherings and offers extended maternity and paternity leave. "The social side is a big part of wellness," she adds. For young lawyers looking to succeed in the profession, Fraser offers blunt but practical advice. "You spend a long time in school … [and] you come out, you maybe think you know a lot, but I'd say you really don't know much about working," she says. "Rely on your common sense and good judgment – those are … very important, maybe sometimes undervalued skills." "Our [diversity] program is not about politics; it's about people… We do firm surveys … just to make sure that everyone is feeling included and [to try] to address the specific needs of our … people" GROWTH AT AIRD & BERLIS Vancouver office: The firm is located at 701 West Georgia St. in the heart of downtown Vancouver. Vancouver team: The new office houses 12 lawyers who practise Aboriginal law, financial services, real estate, corporate law, and more. Indigenous practice group: The newly established group has Aboriginal law expertise across Canada and experience working alongside Indigenous Peoples, organizations, and governments. Bench strength: The firm now has more than 260 lawyers and continues to grow, including the recent addition of Jennifer Shayko, co-leader of the Franchising Group. She previously worked in-house at Recipe Unlimited Corporation. She also encourages new lawyers to seek mentorship early. Her final piece of advice is simple but firm: "Treat everyone with respect… This is not a time to be rude [or] aggressive… It's very important to be respectful and deal [with people] properly."

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