Transformation leadership
Leading complex change from strategic intent through sustainable implementation.
Executive capability profile
Alex Tring
Executive Leader in Technology-Enabled Transformation
Helping professional services organisations redesign operating models, embed new technology and transform how work gets done.
AI
People
Technology
Workforce
Change
Business Value
Alex TringStrategy
to
Adoption
to
Adoption
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What I bring
Where transformation, operations and adoption meet
Technology adoption
Turning technology investment into new behaviours, better workflows and measurable value.
Operating model design
Redesigning how work, decisions, roles and accountability fit together.
Executive influence
Building alignment with Partners, COOs, functional leaders and cross-functional teams.
Legal sector expertise
Applying deep knowledge of law-firm economics, culture, workflows and service delivery.
AI in legal service delivery
Helping firms redesign service delivery, workflows, roles and work allocation around AI-enabled ways of working.
Technology adoption
From technology decision to sustained use
I help organisations convert technology investment into new ways of working, stronger adoption and measurable business value.
Define the value case
Connect the technology to a clear operational, workforce or client outcome.
Redesign the work around it
Adapt workflows, roles, governance and decision-making so the technology has somewhere useful to land.
Pilot in a live environment
Test with real users, real matters and real constraints before scaling.
Build confidence and capability
Equip leaders and users with the clarity, support and evidence needed to change behaviour.
Scale what works
Use adoption data, user insight and business outcomes to refine the model and expand responsibly.
The goal is not deployment. It is sustained use that changes performance.
How I think
Five principles for leading complex change
Start with the business problem
Transformation should be anchored in the outcome that matters, not the solution currently in fashion.
Make the operating model explicit
Clarify how work, decisions, accountability and capability need to fit together.
Build alignment before momentum
Senior sponsorship, credible ownership and a shared case for change prevent speed from becoming churn.
Use evidence to challenge assumptions
Combine data, user insight and operational reality to make better decisions and expose hidden constraints.
Leave the organisation stronger
The best transformation builds internal capability rather than creating dependence on the programme or adviser.
Experience
2010–2017
2017–2019
2019–2023
2023–Present
A career across workforce strategy, consulting, operations and technology adoption
Workforce strategy
Resource management leadership across Deloitte and Analysys Mason.
Operational transformation
Turnaround leadership and embedded consulting inside complex professional services environments.
Global consulting leadership
Led teams delivering operating model transformation and technology adoption across international law firms.
Executive operations
Leading operational strategy across Product, Sales, Customer Success, Solutions and Development while continuing strategic client delivery.
Change measured in outcomes
33%reduction in attrition
12%year-on-year utilisation uplift
$3.25mrecovered billable time
$1.4mannual Partner time savings
97%reduction in allocation time
62%increase in lawyer engagement
Client recommendations
Trusted from the inside
“Alex transformed my view of resource management. The real game-changer was the strong relationships he built with partners and fee earners.”
“He really understands how lawyers and law firms operate and how to effect meaningful change.”
“Alex is an excellent trusted adviser, providing both strategic advice and practical solutions.”
“Alex is incredibly knowledgeable about the legal industry and able to build strong relationships across the firm quickly.”
Ideas on adoption, legal operations and the AI-ready law firm
Thought leadership
Writing and speaking about the organisational conditions that turn emerging technology into better legal work.
How to Unlock the Real Value of Legal AI
Why successful AI adoption depends on workforce strategy, operating model design and the way firms allocate and develop talent.
Read the article ↗Lawyer Attrition and Resource Management
A discussion on hiring, attrition, data-led work allocation and protecting client relationships through better workforce decisions.
Listen to the podcast ↗Strategic Work Allocation in the Age of AI
How structured resourcing, better data and human judgement can improve fairness, lawyer development, profitability and agility as AI becomes embedded in service delivery.
View the discussion ↗Designing the AI-Ready Law Firm
An AI-ready firm does more than deploy tools. It redesigns workflows, work allocation, skills, roles, governance and development pathways around a new model of legal service delivery.
Explore on LinkedIn ↗Career detail
Selected roles
Nov 2023–Present
Director of Operations
BigHand · Resource Management Products & Services
Lead operational strategy and transformation for a global technology division, connecting product direction, adoption, delivery and client outcomes, while continuing to advise law-firm clients on operating model design, workforce strategy and technology-enabled change.
Dec 2019–Nov 2023
Head of Consulting
BigHand · Resource Management Products & Services
Led the global consulting practice delivering workforce strategy, operating model transformation and technology adoption programmes.
Feb–Dec 2019
Senior Consultant
BigHand · Embedded at DLA Piper
Established a new global resource planning function from inside the firm’s transformation programme.
2010–2019
Earlier leadership roles
Deloitte · Analysys Mason
Led resource planning, workforce strategy and operational improvement across global consulting, research and audit environments.
Selected firms supported
DLA PiperFreshfieldsBaker McKenzieTaylor WessingPinsent MasonsBCLPNorton Rose Fulbright
Technology does not transform organisations. People do.
My role is to align strategy, operating models, workforce capability and technology adoption so change delivers lasting value.