Technology investor Prosus has significantly expanded the use of artificial intelligence (AI) across its workforce, including its legal department, as part of an “AI-first strategy” announced in June 2025. Initially focused on technology teams, the company set a target in late 2025 for all employees—including accountants, salespeople, and lawyers—to build 30,000 AI agents. By May 2026, Prosus reported having developed more than 60,000 such agents.
The push to integrate AI into everyday workflows at Prosus included a dedicated initiative involving senior leaders. Fabricio Bloisi, the company’s chief executive, allocated eight hours over two days for executives to work directly with junior colleagues in building functional AI tools. David Tudor, group general counsel, described the experience as transformative despite his lack of a coding background, highlighting that even non-technical staff could create and deploy AI applications. This leadership-by-example approach was credited by Gitte Groenewold-Wong, head of group legal, as critical to driving cultural change within the legal team, which now comprises nearly 50 members. The team has produced 298 AI agents shared on Toqan, Prosus's internal AI platform, supporting enhanced regulatory and internal processes.
Prosus is not alone in this trend. Remote, a global employment and payroll compliance firm, has integrated software engineering training within its legal team, enabling selected lawyers to contribute to product development through coding and legal expertise. Similarly, Repsol, the Spanish energy group recently recognized as the most innovative in-house legal team in Europe, undertook a comprehensive transformation by combining technology implementation with changes in legal work practices. Under General Counsel Pablo Blanco Pérez, nearly 200 lawyers committed to 100 hours annually of programming and AI training, adopting new skills in process design, decision analytics, and AI prompting. This shift has reframed their roles from executing tasks to designing workflows.
Repsol reports that the integration of AI and new work practices has yielded measurable benefits, including saving more than 22,000 hours in the previous year and reducing external legal spend by over €360,000 on a single matter. Blanco Pérez indicated these savings significantly exceed the company’s investment in AI, while also improving response times and analytical capabilities.
At Prosus, AI-enabled tools have allowed the legal team to manage substantially higher volumes and complex matters without an increase in headcount, according to Groenewold-Wong.
This evolving landscape is also influencing how companies engage with outside law firms. UK-based fintech and digital bank Revolut has replaced traditional law firm panels with a quarterly review system to better align with its rapid growth and changing legal needs. Chief Legal Officer Tom Hambrett noted that AI enables more in-house legal work, shifting the nature of external legal engagement toward specialized, niche expertise. Revolut uses data-driven assessments of law firms' performance, including turnaround time, quality, cost, and technology adoption, to guide its selection process. Hambrett emphasized that the company’s overall legal spending is set to increase due to growth, but the focus is on optimizing value rather than simply reducing costs.
Across sectors, these examples illustrate how AI is reshaping legal departments’ skills, workflows, and engagement with external counsel, reflecting a broader transformation in the corporate legal landscape.