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Throughout my career, one belief has remained constant: technology should make professional work better, not just faster. That belief shapes how I think about the future of legal, tax, risk, and compliance teams and the role technology should play in helping them succeed. So when people ask me what it means as ³ÉÈËVRÊÓƵ accelerates its transformation through technology, 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.Ìý 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.

The Future of Professionals Report 2026 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 AIâ„¢: 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.

‘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 , they’ve reduced the review process by roughly 60%, cutting 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. It’s an example of how trustworthy AI can help professionals move faster while maintaining the standards their work demands.

That’s the changemakers storyÌýthat 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. Legal, tax, risk, and compliance leaders are redefining how their teams create value, influence strategy, and manage complexity. I want us to be part of shaping that change, not just reacting to it. Our role isn’t simply to provide technology. It’s to help those professionals meet a higher standard, with tools they can trust when the stakes are high.

That’s what Fiduciary-Grade AIÌýis about. And that’s why I believe the changemaker mindset isn’t a trend. It’s the bar.

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