Harvey Transformation Advisory Lead for Talent & Learning at Harvey helps legal firms design AI-native lawyer development programs. The role involves building learning curricula, engaging leaders, and defining AI competence standards.
Responsibilities
AI is removing much of the repetitive work through which lawyers have always learned and is changing how they work. Firms and legal departments now have to work out how lawyers build judgment, what competence means at each level and how to bring partners along as well as associates. As Transformation Advisory Lead for Talent & Learning, you help them answer those questions. You have built and run lawyer development yourself, so customers trust you to design programs that fit how lawyers actually learn.
Design how lawyers and legal professionals develop in an AI-native team. Build development models, by seniority and specialism, that replace apprenticeship-era learning with something deliberate that the customer can own.
Build learning that changes practice. Design curricula, workshops and programs on how to practice law with AI: fluency, judgment, verification, supervision and client conversations.
Engage leaders. Design for how a partnership and GCs make decisions, because team members follow what their leaders role model and reward.
Define what good looks like. Help customers set expectations of AI competence at each level and link them to how lawyers are reviewed and promoted.
Make it stick. Help customers measure capability before and after, reinforce new habits and renew programs as the technology changes.
Build the offering. Create the curricula, frameworks and diagnostics the Transformation Office uses to deliver talent and learning engagements, and turn each engagement into material the wider team can use.
Bring your expertise to early conversations. Join Practice Directors and account teams when a customer has a specific need in talent and learning.
10+ years of experience, including owning learning and development or professional development at a law firm or legal department, or designing and launching a lawyer training program from the ground up. Legal practice experience is a strong plus.
Deep craft in adult learning and instructional design for expert professionals, and how to build judgment and skill over time.
A deep understanding of how lawyers develop: the apprenticeship model, how judgment forms, what competence looks like at each level and how CLE/CPD and progression frameworks shape training.
A track record of changing how skilled, autonomous professionals work, including champions, reinforcement and before-and-after measurement.
