Amy Conroy: From joining Legora as the first UK hire to driving adoption at scale

Amy studied law at the University of Bristol, where her final-year research explored AI and the right to be forgotten, specifically the extent to which personal data can be removed from machine learning algorithms.

“I was still interested in becoming a solicitor, but I was also really interested in the tech side of things,” she says. Amy followed up on her law studies with a conversion course in computer science and kicked off her career with a role at a document automation start-up, before moving into a position as a data scientist at one of Legora’s UK clients, Mishcon de Reya.

By early 2024, she was ready for a change. “One thing I really missed about working at a start-up originally was that you’re all working towards the same goal: to have the best product and to make sure that it’s fully adopted by all of your clients.”

Building from scratch

Amy met Legora’s Co-Founder and CEO Max in July 2024, and was flown to Stockholm to meet the wider team, which consisted of around 15 people at the time. The pitch was clear: help Legora build a UK customer base that includes some of the biggest law firms in the world.

When she started, there were around 30 people globally and 12 in growth. She has now helped to scale the UK office to almost 100 people, and now leads on driving adoption among UK clients.

Amy spent her early days meeting prospective clients, supporting pilots, and converting early interest into long-term partnerships.

“As the company has scaled, my remit has narrowed and become more specialised. Originally, it covered sales, legal engineering, and customer success too. It was a lot of fun, and I learnt a lot!”

What does client adoption actually take?

Amy describes her role as “the orchestrator of the account.” Her role is now focused on driving adoption among clients, running training and adoption programmes across Legora’s biggest accounts where platform features aren’t being used as deeply as they could be, and pulling in colleagues from legal engineering, product, and support as needed.

“There is a real opportunity to drive usage of the platform. Legora evolves so quickly that there are always opportunities to go back into firms and teach them what’s new and how they can use it. Especially with generative AI, something that didn’t work a month ago will work now because the models are improving so rapidly.”

One example she’s particularly proud of involves a law firm that rolled out Legora in 2024, where adoption of newer features had plateaued. Amy and her team designed a re-engagement programme. Unlike a routine training programme, they identified two to three high-performing users within each of the client’s practice areas to demonstrate back to their own teams how they had been using the platform in their day-to-day work.

“It drove monthly adoption up by 10%. Not only had users gained practical knowledge of the features, but they’d seen colleagues demonstrate how much of their manual work could be handled through AI.”

A consistent theme in the feedback from Legora’s earlier clients, Amy says, has been to preserve what attracted them in the first place: the partnership aspect.

“They look at us like an extension of their team, not just another vendor. All of our engagement managers have smaller client portfolios, which means we can maintain those deep relationships with them. We’re constantly on site with them, and that is something we continue to make a priority. That’s one of the things that makes being right in the City of London so great!”

Growing leaders, not just headcount

Amy’s team now includes a number of associates who are new to careers in legal technology. Around a year ago, roles like this at Legora were few and far between. Hiring exceptional young talent has become a major focus for Legora as the company has scaled. Developing that talent in the London office is something Amy takes pride in.

“What’s really exciting is seeing them try out different parts of their role and starting to understand what they’re really interested in, as well as growing into their specific skillset.”

Her approach to leadership is grounded in honesty and perspective. “In the first instance, I like to make sure that I’m calling out what has gone well. That’s important, especially as we’re moving so quickly. We have to make sure we keep recognising great work when everything around us is moving at such pace.”

When things don’t go well, Amy emphasises the importance of centring feedback on personal growth and opportunity rather than blame. “It’s never personal; it needs to be framed around where things could have gone better and understanding the scope for growth. I like to highlight that things like that will happen in your early days. Things will go wrong; they have for almost all of us. What matters is how you approach it.”

Maintaining autonomy through growth

Something that remains integral for Amy at Legora is the autonomy to act when spotting a gap.

After Legora’s London Precedent event in May 2026, where a suite of new features was unveiled, Amy realised the team’s approach to client training needed to evolve. Together, Amy and one of Legora’s legal engineers redesigned a series of training programmes so that they could be delivered to clients.

“We invited people to give us a lot of feedback, and then also enabled the wider engagement and legal engineering teams to make sure that they had what they needed to hit the ground running with clients when features were launched.”

“One thing I love about working at Legora is that if you spot these gaps, you are given the space to run at them and take ownership,” she says. “That’s really fun and it’s hard to come by. It’s about figuring out what you enjoy, because that’s what you want to come to work to do each day.”

Bridging the classroom and the courtroom

Outside Legora, Amy sits on the University of Bristol’s legal technology industry board. Once a year, she meets with lecturers to share what’s happening in the industry, helping ensure the curriculum reflects the reality students will face when they enter the workforce. She also delivers an annual lecture on legal technology. As part of the Legal Technology in Practice module, the university gives students access to Legora itself during her lecture, so they can see first-hand what those in the profession are using.

It’s a connection that feeds back into her work. Understanding what the next generation of legal professionals expects from technology, and from employers, sharpens her thinking about how Legora trains clients and develops its own people.

What’s next?

When thinking about what excites her most about the future at Legora, Amy points to the moments she gets to see her work pay off for clients.

“I love the autonomy here: spotting a gap and being able to just try your hand at fixing it. But the best part is when that turns into real impact for a client, and you actually see it show up in their adoption. That’s what makes it feel worthwhile.”

“We’re growing so quickly, especially in the UK office, and that means there’s always a new gap to spot, a new client problem to solve. Having a team around me that makes the work fun as well is what keeps me going,” she says.

If you want to join our growing London team, check out our careers page: https://legora.com/careers