A former top leader at Sidley Austin has taken a major step into the legal technology frontier, joining a newly launched artificial intelligence native law firm in a move that underscores how senior Big Law executives are increasingly embracing technology-driven legal service models.
Mike Schmidtberger, who previously served as executive committee chair at Sidley Austin, has joined a two-month-old AI-native law firm in a leadership role. The transition marks a notable departure from one of the world’s largest and most
traditional global law firms to a startup built specifically around artificial intelligence and automation.
The move reflects a broader shift underway across the legal industry, as artificial intelligence reshapes how legal work is delivered, priced, and managed. For Schmidtberger, the decision represents a strategic bet on the future of legal services one where technology plays a central role in redefining efficiency, scalability, and client value.
A Major Pivot From Traditional Big Law
Schmidtberger spent years helping guide Sidley Austin, a
global law firm with thousands of lawyers and offices around the world. As executive committee chair, he was deeply involved in firm governance, long-term strategy, and operational leadership during a period when many Big Law firms began experimenting with generative AI, data analytics, and automation tools.
Rather than moving to another traditional firm or stepping into retirement, Schmidtberger chose to join an AI-native law firm that was designed from the ground up to integrate artificial intelligence into its core operations. This shift highlights growing confidence among senior legal leaders that technology-first firms are becoming viable, long-term players in the legal market.
What Is an AI-Native Law Firm?
Unlike traditional firms that adopt AI as a supplement to existing workflows, AI-native law firms are built with technology as the foundation of their business model. These firms rely on artificial intelligence to handle large portions of routine legal work, including document review, legal research, contract analysis, and other repeatable processes.
By automating time-intensive tasks, AI-native firms aim to reduce costs, speed up turnaround times, and offer more predictable pricing for clients. Supporters argue that this model allows lawyers to focus more on strategic judgment, complex problem-solving, and high-value advisory work, rather than manual document-heavy processes.
Schmidtberger’s decision to join such a firm signals that this approach is no longer viewed as experimental. Instead, it is increasingly seen as a serious alternative to
traditional Big Law structures.
Big Law’s Expanding Use of Artificial Intelligence
Over the past several years, many
elite law firms including Sidley Austin have invested heavily in artificial intelligence tools. These investments include partnerships with legal technology vendors, internal AI platforms, and firmwide training programs designed to help lawyers use generative AI responsibly.
Despite these efforts, most traditional firms still layer AI on top of legacy systems, billing models, and firm cultures. AI-native firms, by contrast, have greater flexibility to redesign workflows, pricing structures, and staffing models without the constraints of long-established practices.
Industry analysts note that this flexibility may give AI-native firms a competitive edge in areas of legal work that involve high volumes of standardized documents or repeatable processes, such as contract management, compliance reviews, and due diligence.
Strategic Implications for the Legal Market
Schmidtberger’s move carries broader implications for the legal profession. His transition suggests that senior Big Law leaders increasingly recognize that artificial intelligence will not simply enhance legal work it may fundamentally
reshape how law firms operate.
For clients, the rise of
AI-native law firms may offer more cost-effective alternatives for certain categories of legal work. For traditional firms, it represents growing competitive pressure from technology enabled providers that can deliver faster results at lower costs.
At the same time, most industry observers agree that human legal judgment, advocacy, and complex advisory services will remain essential. AI is widely viewed as a powerful tool to augment lawyers, not replace them entirely. However, it is also expected to change staffing needs, pricing structures, and the types of work that lawyers spend their time on.
A Signal of Confidence in Legal Tech
The involvement of a former Sidley executive committee chair adds credibility to the AI-native law firm model. It suggests that technology driven legal platforms are no longer limited to startups led by technologists or alternative legal service providers. Instead, they are attracting experienced legal leaders who understand the inner workings of Big Law and see opportunities to build something different.
Schmidtberger’s decision may also encourage other senior lawyers and firm leaders to explore similar moves, accelerating the integration of artificial intelligence into the core of legal service delivery.
The Future of Legal Practice
As artificial intelligence becomes more embedded in legal workflows, the legal profession is likely to see continued experimentation with new firm structures, pricing models, and technology platforms. The movement of high-profile leaders from traditional firms to AI-native platforms could become more common as firms compete to define the next generation of legal services.
Schmidtberger’s transition illustrates how the future of law may increasingly blend deep legal expertise with advanced technology reshaping not only how legal work is done, but also who leads the firms of tomorrow.
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